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This past week, I received a request to write about toxic positivity in reporting. The idea of toxic positivity is maintaining a positive outlook regardless of how challenging the situation is. It takes more than one approach to solve this, so I'm breaking it down by function.  

Portfolio Management

On the portfolio level, toxic positivity is waiting to see what happens. It's good to give teams time, but you can hear ambiguity and uncertainty. You should trust, but keep in mind the domino effect. One thing leads to another. A portfolio manager might think, "We can control “that” if it happens". But what they should do is proactively engage and manage the teams to prevent whatever "that" is from happening. Call it out, be influential, and back seat drive the teams (with a front seat presence when needed). Portfolio management will always be pointing out any risk, big or small, with a potentially significant impact on the portfolio.

Product Management

Many product managers deal with toxic positivity when scope and schedules change constantly. As the team is forced to push dates or change scope, the product manager engages in some level of planning (but not thorough planning) to re-strategize and course correct. Since product managers are likely handling this and other product roadmaps, they don't realize this cycle until it happens three or four times in a row. It's now a major re-strategy and planning effort to course correct these roadmaps. To solve this problem, implement some real change management. Evaluate, prioritize, and communicate, every time. Tradeoffs are inevitable, but we can control our plans. Don't fall into the trap of constantly saying, "No problem, we'll make it up later".

Project & Program Management

My harshest comments go to PMs and PgMs because toxic positivity starts here. And from here, it dominoes to everywhere else. Risks are an unavoidable part of project and program management. Addressing risks is a simple process: identify (acknowledge) and plan (mitigate). It's impossible to mitigate this very real risk if you don't accept its potential impact. It's a sign of poor risk management and perhaps a weak leader. Avoid this situation by calling out risks and asking for team support in the areas required.