The Art of Creating a Team

Suresh is a qualified, chartered cost accountant and a PMP with more than 30 years of experience in organizations engaged in various industries, such as ceramic tiles, automobiles and engineering.

  Leadership   Talent Management  

As a project manager, we are driven by time, deliverables and resources. These are all very critical to the success of the project. But while focusing on these, we miss out on some of the softer side of managing the project team—and we can be far more productive if we can focus on these while handling complex projects. 

I often encounter three type of mangers. They each have a distinctive approach that affects their rapport with their team members and their team’s productivity:

1. Micromanagers don’t trust the people they supervise. Their employees become frustrated with this distrust, and that undermines their performance and stifles their ambition. Expect low productivity and low rapport.
2. “Nice Guy” Managers: They care more about being liked by their team members than about results. Expect high rapport but low productivity.
3. The “Do-It-All” Manager: One who underestimates his team’s capabilities and believes, “If you want it done right, you’d better do it yourself.” This manager experiences high productivity, but low rapport.

Alas, it’s nearly impossible to find just one Superman to assist you and handle all critical tasks. Therefore, focus on the precise tasks you need done on a regular basis and recruit a team that will free your time to do…

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