Leveraging Relationships to Make Process Work

 

Have you ever wondered if the process (or at least the way we execute that process) ever gets in the way and makes it more difficult for teams to do their work? I'm not suggesting that project management best practices are bad, or that we should eliminate successful processes from how we lead project teams, but I have to admit that sometimes it feels like process can get in the way.

When that happens, I don't think it's the process that gets in the way, but rather how we execute the process and the type of relationship we have with the members of the team.

By that I mean, the relationship between the project team, the project manager, the process and the project are sometimes challenging and need our attention. For example, in many organizations that don't have a PMO or formally established project methodology, it's not a project manager who leads the team, it's a department head or other line of business leader. I think this is significant. In those cases it's the team and not the process that is the focus of the project leader. His or her relationship with the team extends beyond the start or finish of any particular project.

I don't think this implies that a project manager can't build those types of enduring relationships, but in those instances where they don't, "project management" can get in the way.

In many organizations, "project management" has become associated with a lot of unnecessary governance, pushing edicts down the org chart and command-and-control. Of course, there are some projects where governance is a critical part of the project and how it's executed, but that doesn't mean a heavy hand is needed. With that in mind, here are three suggestions that will help project managers build a more natural and productive relationship with the team:

1. Work Together: There is a difference between working "for" someone and working "with" someone. Henry Ford said, "If everyone is moving forward together, then success will take care of itself."
2. Get Out of the Way: Those closest to the work understand it the best. Theodore Roosevelt said, "The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it."
3. Share the Success: Worrying about who gets credit for project success will handicap any project from the start. Harry Truman said, "It is amazing what you can accomplish if you do not care who gets the credit." Empower people to do great things and make sure everyone gets credit for what they do.

Building productive relationships with project teams doesn't just happen. It takes effort. Remember that it's the team and not the process that should be the focus of our efforts.

What are you doing to focus on productive relationships with your team?