On the Frontlines, with Purpose

 

Whether you’re leading a project or contributing to one, you are on the frontlines of your organization’s success. Do it with purpose, transparency and empathy.

“Ninety percent of employees in any organization work on the frontlines. That’s where companies interact with customers, solve the most problems, establish norms, and cultivate culture,” says Eric Strafel, author of The Frontline CEO. “Yet most organizations today cling to old-fashioned systems that keep senior leaders and frontline workers apart.”

That’s not an encouraging observation, but it sounds like a chasm that project leaders are well-positioned to bridge. After all, project managers are expected to understand their organization’s strategic goals and bring that vision to their project teams—the frontlines of getting things done.

From stakeholder engagement and customer requirements, to reporting and managing change, project leaders are continuously connecting their team members to the higher purpose and value of their work. They play an integral role in creating a can-do culture of collaboration and problem-solving. They inspire and stay on course—or adjust when needed. They connect the dots. Do you?

In his book, Strafel presents strategies that can help empower frontline workers to make decisions and solve problems on their own—again, something project managers should already be doing. “Frontline leadership pulls employees into the decision-making process, so that solutions are sought, found and acted upon in the area that matters most—where the work gets done,” he says.

Strafel presents a roadmap for implementing frontline leadership in his book. Here are three recommendations (or reminders) that will make you a better a project leader:

   > Know Your Purpose and Live It. Without purpose, project teams and individuals can veer off in different directions, impacting productivity, and undermining the goals of the organization and customer. That’s why it is so critical that project leaders keep the purpose of the project work front and center—from kickoff to closeout, and every interaction in between. This laser focus will not only help to ensure that everyone is on the same page, but it can serve as inspiration, especially when the going gets tough.

   > Practice Radical Transparency. Radical transparency requires a dramatic shift from top-down leadership style which assumes that only senior management can be trusted with vital information and the ability to make decisions. Not only does this impede decision-making, but it causes an “us-versus-them” mentality. Radical transparency, on the other hand, builds trust. Project leaders foster transparency when they behave authentically, discuss what is really going on, solicit feedback, and take appropriate action. This transparency should extend beyond the organization, guiding the way you work with customers and stakeholders as well. 

   > Show that You Care. Strafel urges leaders to stop valuing performance over people. “Get to know [them], learn how they want to build their careers, what they care about, and then help them move toward their goals,” he advises. He also notes that when it comes to caring, many leaders talk about the value of diversity, seeing it as a source of strength. Yet they fail when it comes to inclusion. Part of caring is making sure that everyone, no matter who they are, feels welcome within the project team.

Purpose. Transparency. Empathy. Three powerful pillars to lead by.

You know, we’ve all been schooled about the triple constraint—the project management triangle of scope, time and cost. But there should be no constraint when it comes to leading your project teams with a sense of purpose, radical transparency and genuine empathy.

Honor that leadership triangle on the frontlines and you’ll be circling success more often than not.