There is an incorrect and dangerous notion that project managers must “know it all, do it all.” Because of the complexities of financial, technological, logistical and political components of most projects, it is unrealistic to expect project managers to be superheroes.
Given this, it is incumbent for project managers to focus on his key role, that is, to create an environment so that all team members can excel in delivering the project objectives as outlined in the project charter.
Don’t try to please everybody. Don’t get caught up with the project politics.
Delegate responsibilities. Let the team make decisions. Let the subject matter experts resolve their issues. Clarify inconsistencies. Facilitate communication. Remove red tapes. Align tasks to one’s interest and expertise. Provide encouragement. Give a pat on the back. Lastly, ensure that you and the project team are having fun!
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Tags: project team
So true. I would put the keep out of politics in bold!
Cheers,
Todd
So many times projects have a manager and don’t realize they need a leader. I’ve had my best project successes when we inspired the team and allowed them to self manage. Though it depends on the hierarchy of the organization, you need to know who should be thinking strategically and who should be thinking tactically. Once a manager (or leader) gets too deep in the weeds, they lose perspective and become less effective. Take a step back and focus on supporting and inspiring your teams.
Could it be part of the manager/leader development process? I’ve seen people who ‘”fall into” management, and their first reaction is to control rather than manage.
Thank being said, knowing what to delegate and who to manage more closely in a team is a delicate balance to achieve.
The leader should point the direction and the team should figure out the best way to get there.
In my environment, I manage professionals, project teams, and project managers who do work on which I am not the expert. I’ve been forced, gratefully, into exactly the role you describe. They know more than I do about the details of the project deliverables. I know more about the process, the direction, and the downstream impacts and opportunities that we can leverage. In our project planning and meetings, we continually work to reconcile that vision with the technical realities. We each do what we’re good at, and we produce some really neat stuff as a result.
As far as I can remember, there has been a great debate on the differences between a manager and a leader. Within the realm of project management, is it the same debate or could it be that we have project managers who are acting as supervisors instead of leaders?