Categories: Human Aspects of PM
by Dave Wakeman
I try to start each post with some sort of hypothesis. In some cases, the hypothesis is clear to me, and, hopefully, you. Other times, however, the hypothesis doesn’t become clear until I’m done writing.
This month, I’m on the side of a clear hypothesis built around much of what I have written about the last few years: The ultimate consideration project professionals need to keep in mind is that we’re in a people business. In the long run, the person with the best people skills often has an advantage.
But what does that really mean?
Communication is the key skill of a project manager.
I’m sure this falls into the trite, clichéd area of project management advice. But as I’ve witnessed time and again over the last few months, we often need a refresher on the basics of our profession.
Being an effective communicator starts with having an expectation of what clear communication looks like, having a schedule that highlights what communication will look like and following through on your communication ideas.
No matter what, remember your number-one job is to be a communicator.
Communication is a people skill.
Decisions are emotional, not rational.
Spoiler alert: No matter what the decision is, emotion drives it.
People like to think of themselves as rational. But that in and of itself is a nod to the emotion necessary to take action on an idea.
You see, by trying to remove all emotion from a decision, you are often slowing yourself down because you are afraid of making a mistake.
Being afraid is an emotion.
Being excited is an emotional response.
Whatever action you take is driven by emotion.
Even if you don’t take any action, that’s an emotional response. Apathy occurs when the idea that you are being asked to take action on isn’t interesting enough for you to care about.
People have emotions. Project managers deal with people.
Projects are driven by ideas. People have ideas, processes don’t.
This one is likely to get the most action in the comments section because as project managers we think of ourselves as process driven.
This is true.
But, if we’re only process driven, we’re likely not doing our best work. Because even though we have processes in place to help guide a project and deliver it effectively, we still have a lot of discretion in our actions — or we should.
Let’s think about this. If you have a certain amount of experience, I hope that you’ve had the opportunity to make mistakes and have successes. In the course of these experiences, you should have learned how to do things effectively or differently than the standardized process might suggest.
Here is a dirty secret: In most cases, by the time a process has been established, there might be a better way of doing it that hasn’t had the time to be incorporated into the process yet.
That’s why discretion is so important. It can save you time, money and trouble on your project.
Processes don’t have discretion, but people do.
While these are only three examples—and they’re likely obvious to most of us—I think it is important to hit refresh about the role of project managers from time to time.
What are other examples of project management being a people business?