Royston Sta Maria 18 Feb. 2021
Project Delivery
“The results speak for themselves” is a common saying in many industries. With excellent ROI, happy clients, and contented stakeholders, Project Managers and businesses of all kinds are fond of this saying as proof of their success. But what goes on behind the scenes?
“The results speak for themselves” is a common saying in many industries. With excellent ROI, happy clients, and contented stakeholders, Project Managers and businesses of all kinds are fond of this saying as proof of their success.
But what goes on behind the scenes?
As an experienced Project Manager, having seen many different styles and behaviours of management, I feel I know what gets the best from my teams. I also see that unfortunately, some Project Managers do it for themselves – with an unhappy team as a by-product of that success. Long term, this management attitude doesn’t bring about the kind of results that work well in organisations.
How many Project Managers have demanded outputs from their team within tight timelines, requested unrealistic delivery goals or set delivery expectations on behalf of the team without fully understanding the impact on the individual or to the team? Yes, a successful outcome can be achieved. But at what cost? Does pushing people to their limits result in a contented and productive team?
This question is further highlighted by some experiences with my seniors in the past, acting in similar ways. Being in this situation has led me to question: How does a forcible managerial style impact your team?
This could potentially lead to:
With experienced and intelligent management, these scenarios can be avoided. So, what does successful project management look like to those who are already under pressure and doing their best?
Rather than having a project management style that dictates and pushes team members to carry out assignments, managers must work with their team throughout to obtain desired outcomes. Inspire the team and make them feel like they are part of the solution, rather than just a tool in driving an outcome. A successful manager tackles their projects and their team in key stages:
Not every managerial decision will cover these actions for a project to be successful. There will be circumstances where tough decisions and action will be required to deliver or overcome day-to-day project challenges.
Sometimes as a Project Manager, you must set strict guidance, and in some circumstances, step in to micro-manage some aspects of your team and their delivery. These are natural responsibilities to ensure success for the project. But we should avoid being confrontational or forceful. You must consider your own expectations and give considerable thought to making your team feel included within the project.
Ultimately, what do we as Project Managers want from a successful team?
This is more than ensuring good personalities or finding the brightest talent. It’s how we manage our people. Having a dictatorial team structure with aggressive management behaviour will only lead to team dysfunctionality.
By focusing on building trust and openness, we then encourage loyalty within the team and bring ‘one team’ values. When fostering team collaboration and inspiration, successful project delivery is assured. And only then can we as Project Managers deliver a positive outcome for our clients.
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