Categories: communication, Leadership, project management, project management tools, project managers
Adam Ward asked some great questions in response to my last posting:
1) “We know we need to communicate, but--what has to give in order to make time for ‘wandering around?’”
In response, what is more important than wandering around (physically and virtually) to communicate with the stakeholders and project team members? In fact, I consider it good practice for project managers to make regular rounds like doctors do when attending to patients. One good practice is to schedule regular rounds of visiting the project team. I also schedule a quick breakfast meeting every two weeks where I encouraged information sharing. Thanks to mobile apps, a project manager should not feel as if they are tied to their desktop in their office.
2) “How should we design our communication management plans to minimize the likelihood of these behaviors?”
The behaviors that Mr. Ward refers to are: lacking integrity; inappropriately dealing with people; not accepting responsibility, and isolating one’s self. These are not behaviors that can easily be fixed with communication management plans. Rather, these are behaviors that are best addressed with a good mentor or executive coach.
Also, project managers should work to make sure that such behaviors do not develop in the project team members. Now, the difficult question is how to deal with a project sponsor, a project customer, or stakeholder who exhibits such behaviors? Realistically, the project manager should recognize the damage that the behavior can cause and protect themselves and their team appropriately.
Thank you, Mr. Ward, for the thought-provoking questions.
