An Influential Project Manager

When projects hit the buffers, it is natural to bear down on the plan, look at what is not happening, and begin to push harder. That often results in resources being pressured to do what they cannot do.

Sitting back and looking for the root causes of the problems is essential, and the chances are high that the ultimate cause lies in the political backdrop.

If you are stuck:

• What are the most important problems that you need to address?
• What could be causing each of these problems?
• What political influences are making a contribution?
• Who benefits from the existence of the problem?

Having thought these through, what do you need to influence to enable the solution to take shape?

If someone comes to try to influence you to do something, how do you know what they want you to do? If you are like most people, you will rely upon what they say; however, there is a significant problem in this approach. Most requests lack clarity in some way.

In this case, you have a number of options:

1. Ask more questions to gain the clarity you need.
2. Try to figure it out for yourself.
3. Ignore the request.

Unless you opt for the first option, it is likely that the person making the request is not going to get what they want. At best, they will be gambling that you will work it out correctly. More likely they will have to come back again later when you haven't done it and try again. When you are attempting to influence, are you gambling?

• How clear are you when communicating what you want to happen?
• Do you encourage people to check their understanding?
• Have you written down what you want?
• How do you know they have understood?

The benefit of having a strong reputation is that you will find it easier to get things done. A reputation is really just a set of expectations and opinions that others hold about you. However, to gain these benefits, you really need to become remarkable, you need to stand head and shoulders above your compatriots, at least in some way that is of significant interest/value to others.

Think about:

• Who do you know who has a strong reputation?
• What is it about them which makes you think that?
• How have they established their reputation?
• In what ways have they become remarkable?
• What can you learn from their example?
• How do you want to become remarkable?
• Will this be enough to stand out from your competitors?
• Is it of value to those you wish to impress?
• What are you going to do to build your reputation now?

Don't forget to take a look at my webinar on this topic in the OnDemand area: Building Your Reputation

It may seem pretty obvious, but when it comes to engaging and managing stakeholders, most people focus on those they know best or have easiest access to. Instead of stepping out of their comfort zone and talking to the people who are most likely to be able to help them, they hide behind their bosses and friends, hoping that they will influence on their behalf.

This is tantamount to sitting on your backside waiting for things to happen, rather than stepping out and making it happen. There is a lot to learn about how to engage, and before you try to do that, make sure you're aiming for the right people. For instance:

• Who are the biggest winners if you achieve your goal?
• What about the losers? Who is going to block you from succeeding?
• Who are the most powerful people who will gain or lose?
• Who can have the most impact (for or against) what you are trying to do?
• Who else could be influencing these powerful people?

Now, who do you need to get within your sights?

When you are first establishing your goals, motivation is easy. You are putting the effort into planning your action because it means so much to you. If you are aspiring to achieve great things, then you are heading for a rough time. You will find obstacles, road blocks and people working hard to stop you in your tracks. Then it is too late to plan how to maintain your motivation.

Make sure that you have a plan ready to fire into action as soon as you notice your motivation sliding. If your plan is ready when you hit the wall, you simply need to execute it. Item number one on your plan could be to have a coffee and review your benefits list.

If you accept that it is inevitable, your motivation will begin to wane, what can you do right now to make sure to keep it healthy? This could be as simple as preparing a list of reasons why what you are working is important to you and each of your main stakeholders.

Don't get caught out. Prepare now for the inevitable.