Project Management

Empowering People to Deliver Results

From the Shifting Change: Insider Tips from Project Leaders Blog
by , , , , , , , , , , , , , , ,
Today's world is influenced by change. Project managers and their organizations need to embrace and sometimes drive changes to keep up with the pace in highly competitive environments. In this blog, experienced professionals share their experiences, tips and tools to manage and exploit changes and take advantage of them. The blog is complimentary to the webinar series of the Change Management Community Team and is managed by the same individuals.

About this Blog

RSS

View Posts By:

Luisa Cristini
Nic Jain
Ruth Pearce
Abílio Neto
Vitaly Geyman
Walter Vandervelde
John ORourke
Joseph Pusz
Steve Salisbury
Kavitha Gunasekaran
Ronald Sharpe
Angela Montgomery
Carole Osterweil
Ross Wirth
Ryan Gottfredson
Tony Saldanha

Recent Posts

It's a Different World

Empowering People to Deliver Results

Want to Elevate Your Agility? It Will Require You to Become More Mentally Mature

Leadership Lessons on Project Management: What Project Sponsors Can Learn from Swiss Cheese

Agile science or why we need a change of mindset about project management for academic research (and how)



 

 

 

 

 

 

 

 

 

 

“A leader is great not because of his or her power, but because of his or her ability to empower others.”  This quote comes from author John C. Maxwell.  I believe it’s a great quote and it has helped shape my professional purpose to empower people to deliver results.  The quote stirs your emotions and makes us think of leaders in our lives who have empowered us.  Unfortunately, most leaders don’t live up to the greatness of the quote.

Why does this matter?  What is the current situation which prompts us to consider making a change?  As I shared in my previous post, the trends from PMI’s Pulse of the Profession shows a flat line of ~55% success on projects over the past decade.  This shouldn’t be acceptable to anyone in our industry.  We can do better than a coin flip on projects and we should explore new solutions for how we deliver.   One solution is to empower our people.  Give our project managers and project teams the authority to succeed!

It’s common practice for executives to proclaim, our people are our greatest asset.  Yet, when I work with my clients, I rarely find actions to match the words.  I see layers of bureaucracy and process handcuffing peoples at all levels of the organization.  I see organizations driven by top-down leaders whose actions clearly speak “do as I say.”  How do we break this cycle?  Where can we look for examples of successful organizations empowering people?  How can empowered project teams deliver better results?

First let’s explore the military.  You said, “The military?!?”  Why would we look to the military for examples of empowered people?  Aren’t the troops just following orders, void of thinking?  That is often the impression we civilians have but consider this quote from General Patton, “Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”  There is a principle in the military called Commander’s Intent which essentially means focus on what needs to get done and leave the how it gets done to those on the front line.   Contrast that with how direction is given in corporations across the world.  We’ve all been in situations where our boss is hovering over our shoulder asking, “why are we doing it that way, why don’t you do it like this?”   Under our breath we are screaming STOP MICROMANAGING ME!  

 

The success of the US military is built upon 1) trust within teams, 2) creating a common culture, 3) being disciplined in execution, 4) accepting risk, 5) understanding the mission and 6) Commander’s Intent1.  Each soldier understands their role and trusts their team to deliver on their respective outcomes.  The teams are trained to be successful and empowered to accept reasonable risk to achieve the mission.  In our corporate world we do almost the reverse of this on our projects.

We generally build project teams by pulling people out of their regular job.  We don’t train them on being a project team member.  They have not established trust within the team and often they are competing against one another for promotional opportunities and compensation.  The project objective is rarely shared by leadership.  We establish rigid process we must follow and when something outside of process occurs, we ask for someone to revise the process or establish a new one.  We aren’t focused on the outcome, the mission.   Our focus is on the process and ensuring we’ve adhered to it, so we’ll be able to pass the next gate review.

Also, organizations usually bring the team to the project rather than the project to the team.  That is opposite of how work is done in the military.  We often hear of elite special forces missions such as the one conducted by Seal Team 6 to kill Osama bin Laden.  When that mission, or project, was approved they didn’t select different operators from different teams to come together for a one-time project.  No, they went to an existing team and gave them the mission.  The team had already established roles, trust, and confidence to be successful.  

Commander’s Intent and bringing the project to the team are great examples of how we can learn from the military to empower people to deliver results.  We can also look to the corporate world to find organizations succeeding by empowering their resources.

An example within the corporate world is Ritz-Carlton.  As you know Ritz-Carlton is a luxury hotel with customers who expect a level of service to align with the luxury price being paid.  To help meet these expectations Ritz-Carlton has empowered their “ladies & Gentlemen” or as we commoners call them, employees.   Ritz-Carlton does not shy away from sharing their culture of empowerment.  In fact, it is on their website and you can read it here - https://ritzcarltonleadershipcenter.com/2019/03/19/the-power-of-empowerment/

Their policy allows each Lady & Gentleman at The Ritz-Carlton, at all levels, are empowered to spend up to $2000 per guest, per incident.  The amount isn’t as important as is the message is sending to their employees - You are empowered to satisfy our customers.  From their website, “The $2000 amount is worth a lot, both financially and symbolically. And the symbolic part is what’s truly important. It shows how much we trust our Ladies & Gentlemen. It’s how much we trust them to do the right thing, how much we trust them to resolve a guest issue well, and how much we trust them to always think of creative and memorable ways to elevate the experience.”

Has this policy paid off for Ritz-Carlton?  For the 5th consecutive year they have been ranked the #1 luxury hotel brand in guest satisfaction by JD Power2.  This obviously isn’t a fluke as it is 5 years running for them.  Empowering the Ritz-Carlton Ladies & Gentlemen is delivering results and with that comes repeat business, industry recognition, and satisfied employees.

We have success stories to point to both in the military and the corporate world where empowering people delivers results.  We should explore opportunities to follow their lead with our project teams.  We see this more within Sales teams than we do on the delivery side.  I’ve attended several executive level meetings where the CEO declared, I don’t care how you get it done, but hit your sales goals by the end of the quarter.  

Imagine if we empowered our deliver teams the same as we do sales.  Imagine if we provide Commander’s Intent to our delivery teams.  Imagine if we organized our teams to bring the work to them as is done in the Military.  Now, let’s stop imagining and let’s start doing.  Let’s empower our people to deliver results!

 

 

  1. https://www.oliverwyman.com/our-expertise/insights/2017/nov/military-agility-lessons.html
  2. https://www.jdpower.com/business/press-releases/2019-north-america-hotel-guest-satisfaction-index-nagsi-study
Posted by Joseph Pusz on: May 11, 2020 12:00 AM | Permalink

Comments (3)

Please login or join to subscribe to this item
Very interesting., thanks for sharing

Thank you for sharing! Most project teams are temporary teams and they are very difference from functional teams. Project team members gather from cross-functional units to form a team; they usually have to pass through series stages of team development in terms of Forming, Storming, Norming, Performing, and Adjourning. Beside that, most project leaders do not fully understand project team members' characteristics. In contrast, functional team (e.g. sale team) in a company is more stable (the same as in military); team culture has been built for months or even for years so most functional team is in the stage of Performing. I think Empowerment is a good leadership style but success will depends on the context. It should not always right to treat Delivery teams the same as Sale teams.

A leader is great not because of his or her power, but because of his or her ability to empower others. One of the greatest leadership quotes ever.

Please Login/Register to leave a comment.

ADVERTISEMENTS

"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away."

- ChuangTzu

ADVERTISEMENT

Sponsors