- get into the weeds with the team if and when needed and
- commensurate to their role and
- for the teams they are managing and
- for whom they are reporting into.
Friday, 29 March 2013
Having and being able to share a clear vision; being strategic in your purpose. I believe this is what people are talking about when they refer to needing someone who is “details oriented”. It’s also widely recognized that having one is important. I did a Google search just a minute ago and it responded with about 57,300,000 results in 0.17 seconds. And yet having a vision is rarely listed when people are asked what the most important characteristics are for being effective. For example, it was listed only once in a recent LinkedIn PM Community group post.
Now, before I go any further, I’d like to repeat and clarify that the following is focused on those in the project management profession. I and many others have been inspired by leaders over the years. JFK’s vision of landing a man on the moon and safely returning him the Earth by the end of the 1960s. Martin Luther King Jr’s ‘I have a dream’ speech. Those and many other leaders had a very clear vision of what they wanted to see happen. They did not, however, have the skills to technically know how to achieve it. Still, both these and other visions were achieved and the world is a better place for them being achieved. Would they have made great project managers? Probably. JFK was the captain of a PT boat during WWII. Do all great project managers possess the skills to become leaders of industry, government, and causes that will change the course of history? Probably not.
Now, with that out of the way, the clarity of a PM’s / PgM’s vision and level of detail that can be discussed are very much inter-related in my opinion. It is the ability of this person to:
Where this seems to go off balance in many cases is where people (both individual contributors and those already in leadership roles) sometimes have a perception that you must be able to do to lead. This, depending on how extreme this position is taken, can be a promotion of individualism over teamwork. It is also the downfall of many people new to management roles. That lesson being to learn to delegate rather than do.
and many other companies almost always promote from within. And this makes a
lot of sense in most cases. A project or program manager really should understand
what a group of computer science professionals need to do and why to develop
and deploy a complex software application. Do they need to hold a B.Sc from a
prestigious university to be effective as a PM/PgM? I doubt it. I don’t have
that degree and I’ve really done quite well over my career. By the same token
though, I equally believe my hands on understanding and experience of software
development and the IT infrastructures that software needs to be deployed on
has contributed to that success. Toyota
It’s also those “and”s that really make a difference. As systems theories seek to promote, it’s not so much the individual components as the interrelationships among them that really make the difference. They are very important because the vision needs to be shared at the level of your audience, and as a PM/PgM I believe we all know that your audience consists of management teams, vendors, customers, and other stakeholders in addition to your core team. Making anyone feel stupid at any time at any place is just plain wrong. It may be immediately satisfying to put a bully in their place in a public way; and I admit that in the past I have been guilty of doing that myself. However, the loss experienced doing that also meant losing the skills that other person had to offer. Yes, sometimes it’s worth it but that should never be the first option. U.S. President Theodore Roosevelt’s famous foreign policy statement to ‘speak softly and carry a big stick’ can equally be applied today. And as he also said during his presidency, the objective should always be to never have to use that big stick. On a lighter note, even in the Bugs Bunny – Yosemite Sam cartoons of my youth Bugs never sought out to humiliate Sam. I think that was a good life lesson.
Finally, if people perceive you as making it up as you go you’ll very likely be perceived as flaky, insincere, not credible, whatever; and that’s regardless of how clearly, concisely, … you communicate. And they won’t follow you. As the old adage goes, you can’t be a leader if no one wants to follow. Someone once said to me a few years ago in a moment of frustration, “It’s not about you! And what makes you think you’ve got all the answers anyway?!” My response was simply, One, I don’t think I have all the answers. That’s why I’ve built a strong team around me. And two, I was put in that position because of the vision I had and communicated to the executives; on what we needed to do to both resolve existing limitations/gaps, achieve stated strategic objectives, and how and what we should do to go about doing that. If you think I’m completely wrong and the wrong person for the job, take that up with our executives.
I never did find out if I was the source or just the target of that person’s frustration. I do know thought that person was able to convince our executives that the gloss and polish they offered actually made them the right person for the job (not me). I wouldn’t take too much stock in their decision making skills though. I got a call from a recruiter about 18 months later telling me who had been ‘let go’ and asking me if I would consider coming back because the project still needed to be completed. This was a project that should have and could have been completed in less than a year. Yes, karma does exist. A favorite analogy of mine for this event is a beloved children’s game, King of the Castle. The specific analogy being that others may and will knock you off that heap (out of your position) but without possessing the depth of your vision they won’t stay there too long themselves either.
In closing, I’ll offer to you the request and hope I have for you, and why I am writing this post. If you’re going to have a vision, share it. If you want to take over someone else’s vision, I hope you actually have the depth of understanding to actually carry out that vision through to fruition.
Wednesday, 27 March 2013
A senior manager I had a few years back introduced me to a very successful salesman. In that encounter he suggested to me that if I wanted to be really successful I needed to start following the platinum rule instead of the golden rule. He defined the ‘platinum rule’ as treating others as they wanted to be treated regardless of how they treat you or anyone else. I’ve never been really able to apply the platinum rule perhaps in no small part due to the fact that I am a very big believer in karma. What goes around eventually and always comes around. I have learned though (the hard way) that viewpoint makes many of the more politically motivated individuals out there very nervous.
And when it comes to motivating people . . . well lets just say I’m of the school you can’t actually motivate anyone. You can only leverage the motivations people already possess. The other half of this picture that tends to get lost on a lot of people after they’ve been doing a certain job for a long period of time is humility, and offering credit where credit is due is part of that. And yet some people want to receive kudos just for showing up. Still others’ have perspectives that taking the credit as the leader is just how things are supposed to work. If you don’t do that yourself, they see you as weak and not a leader. As the old adage says “provide goes before the fall.” One person said to me in my travels that “it’s only arrogance if you can’t back up what you’re saying with results.” That never really sat that well with me that well either. It seems contrary to sincerity and self-respect / confidence / efficacy. That said, I also know that I’ve been accused of being arrogant. Luckily (for me) there’s been some one else close by in most cases to challenge that accusation. And yes, I can fight my own battles. It’s just that this is one of those situations where the more you protest your innocence the more it looks like you’re not innocent at all. It’s like being called a guru. It’s great if others give you that label and much less so when you do it yourself.
Tuesday, 26 March 2013
For today’s post, a big thanks to one of my readers who suggested I follow the BLOT (Bottom Line On Top) principle on this topic since ‘communication skills’ is so widely viewed as the paramount skill required of all people who are in leadership roles. And I agree; so with that some of you may be asking ‘so what gives?!’
Communication skills in and of themselves are subjective to the environment, and thus generally not a personal characteristic on that basis. If you take any individual and change their environment that person may do equally as well communicating with those they interact with, or they could do better, or they could do worse. It’s the same person, only their environment and the audience has changed. Likewise, you could take a poll at any public speaking event and find people that span the bell curve regarding their perception of the speaker and their topic. Let’s use TEDx as an example. I generally look forward to hearing about the latest speech available on-line because I thoroughly enjoy most of them. You may feel the same way but TEDx, some other speeches, or disagree with me entirely. Now in any of these examples if you had a negative perception of the speaker’s communicative skills and mine was positive the speaker’s skills are not lessened just because your perception is more negative than mine; or vice-versa for that matter.
Saying that, some of you may say “yes, but if they were a truly great speaker then everyone would think they were wonderful.” And again I would agree with you, and I would offer that rising to the level of Gandhi, Churchill, Lincoln, Mandela, and others may be desirable and yet unattainable for the vast majority of us. Does that mean the rest of us are then poor communicators? Of course not, and don’t let anyone tell you otherwise.
Across my career I can come up with multiple examples of people who perceived my communication skills as abhorrent, average or exceptional. It’s like a bell curve like anything else in life. If everyone you meet tells you you’re an exceptional communicator then you’re either a very unique individual on par with the examples above. Either that or they are blowing smoke up your tailpipe because they perceive value in doing so because of your status or position relative to theirs in whatever situation that discourse took place.
Okay, time to wrap this up. Possessing cultural awareness, being perceived as an honest person with a high standard of moral integrity, having a vision you want to share, and being self-aware are all factors that play into how any of us are perceived regarding our individual communication skills. And that, my friends, is why I have listed ‘communication skills in 5th place out of 5.
Oh yes, and those on-line discussions that started all of this? I’ve posted the links to a couple of them below.
Monday, 25 March 2013
I believe this characteristic is very high on the list of required characteristics if not in the number one spot.
One of the benefits I’ve received from being a contractor and working in numerous businesses is the awareness that one size definitely does not fit all. What I mean by that is that having a keen awareness of both the personal cultures of the people you work with and the corporate culture in place will do more than anything else to determine where you and your projects will ultimately sit on the ‘over the top wildly successful’ – ‘absolute failure’ performance scale. This is especially important when there is already a dichotomy between management and worker views on the value of a particular strategy, communication needs, readiness for change, risk tolerances, etc. Depending on your perspective, the same situation or even a single conversation could be positive, neutral or negative. Of course, this also presumes you’re coming into the position with at least a minimum baseline of technical skills.
The most valuable piece of concise advice that comes to mind at this moment is ‘Go slow to go fast’. This tidbit of wisdom is one of the things I think that took me a relatively long time to truly appreciate. Personally, for me, it says so much more than the expression of ‘a bull in a china shop’. Sure, for those of us who have been around for even a while have all seen this situation play out at one time or another, and it’s not pretty. Some newbie PM or high priced consulting firm that should really know better comes riding in like the cavalry to the rescue and the smart ones of us sit back and watch until they either smarten up or fall on their faces.
This is why I truly love the workplaces that have already done some kind of True Colors exercise and everyone has their primary colors posted at their desks. They may as well have a sign up that says “Hi, I’m so-and-so, you can best interact with me by . . .” and you fill in the blank part of that line. Of course, if they appear to be stressed for whatever reason (most of us are at some point or another) you’d probably do best to be observant (aware) and proceed with the color that person has when they’re stressed. By then collectively leveraging and offsetting each other’s weaknesses and strengths and enabling your team with this awareness you then create synergies. And that synergy of awareness to cut a long story short then creates highly productive project teams.
Sunday, 24 March 2013
I’ve seen what seems like a lot of on-line discussions lately about the level of arrogance of people who choose project management as a profession, soft v. hard skills required to be effective, what qualities make a good program/project manager, etc.
Using Dictionary.com definitions as my premise, …
‘Quality’ is an essential or distinctive or distinguishing characteristic or attribute with respect to level of excellence in personality and traits.
‘Character’ is the aggregate of features and traits that form the individual nature of a person and the moral and ethical qualities and reputation.
These factors are the two sides of the same coin that help me differentiate between Bob, Mary and Bill. Just to be clear; these are made up names referring to no one in particular.
Arrogance, however, is the offensive display of superiority or self-importance; including overbearing pride.
The following five factors listed in order of importance I believe are deterministic for predicting the level of success achievable for a program/project manager; or for any leader for that matter.
1. Cultural awareness
2. Honesty and Integrity
3. Vision – having one … to a detailed level
4. Self-awareness / wisdom / insight
5. Communication skills
I will elaborate on each of the above points over the coming days.
I will also say at this point that this list may differ from yours. That’s okay. It’s our unique perspectives that make this world an exciting and enjoyable place to live. And yes, I’m very much aware and excluding the more negative issues that exist in this world; there’s enough of that on the news already.