At some point in our careers, all PMs must have dealt with a colleague, specially in Functional or Weak Matrix orgs that can be best described as the Cowboy of the old Wild West.
Typical behavior includes complete disregard of the processes (law of the land), doing things their own way (which of course they are great at), by-passing all channels to get what they need, choose to show up for meetings when they want to (or not at all) and the list goes on.
Well... You already have the picture of that person in your mind.. don't you?
Question is, as the new Sheriff in town, how do you effectively deal with such personalities so that they are held accountable and get on-board like the rest of the team? (HINT: escalating to his/her manager or HR is not an option). Saving Changes...
Although, for the most part, I also disagree with what you've mentioned, I just have one comment:
A Project Manager is not a boos, that is true. The word boss is heaving on the ears - PM's are leaders and with their soft skills and influence, they can manage their team effectively and efficiently.
When you are a PM and a team member tells you that he would do things his way and you can't remove him from the project team, can't fire him from the organization and his/her line manager fully supports his actions what would you do?
In reality most of the times project managers and team members work very well with each other and from what I have seen most PMs show humility and support for the team members without having fantasies about being bosses. However in the rare occasions in which conflicts do appear most PMs don't have the authority to resolve problems like a boss would do. I don't want to offend anyone but many times is the PMs fault when these conflicts occur.
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1 reply by Rami Kaibni
Sep 07, 2018 1:47 PM
Rami Kaibni
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I agree with you, but not on everything.
In terms of what would I do: As I mentioned earlier, you would lead by example, influence your team and they will follow you if they believe in you even if you do not have authority (I am not saying this is a 100% success). Ive been in situations and worked on complex jobs where there was no incentive scheme and yet, was able to motivate the team in many other ways because neither me, nor others had the authority to give incentives and people started to get demotivated.
For the second part, again, I do not like using the word Boss and Id rather use the word leader. You do not need to be a boss with authority to solve problems. This comes by experience - A project manager sometimes have to take the role of a psychiatrist. Whoever fantasises about being a boss, is not a good project manager nor a leader.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Sep 07, 2018 1:40 PM
Replying to Adrian Carlogea
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When you are a PM and a team member tells you that he would do things his way and you can't remove him from the project team, can't fire him from the organization and his/her line manager fully supports his actions what would you do?
In reality most of the times project managers and team members work very well with each other and from what I have seen most PMs show humility and support for the team members without having fantasies about being bosses. However in the rare occasions in which conflicts do appear most PMs don't have the authority to resolve problems like a boss would do. I don't want to offend anyone but many times is the PMs fault when these conflicts occur.
I agree with you, but not on everything.
In terms of what would I do: As I mentioned earlier, you would lead by example, influence your team and they will follow you if they believe in you even if you do not have authority (I am not saying this is a 100% success). Ive been in situations and worked on complex jobs where there was no incentive scheme and yet, was able to motivate the team in many other ways because neither me, nor others had the authority to give incentives and people started to get demotivated.
For the second part, again, I do not like using the word Boss and Id rather use the word leader. You do not need to be a boss with authority to solve problems. This comes by experience - A project manager sometimes have to take the role of a psychiatrist. Whoever fantasises about being a boss, is not a good project manager nor a leader.
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1 reply by Adrian Carlogea
Sep 07, 2018 2:32 PM
Adrian Carlogea
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I don't like the word boss either but sometimes the leader must step in the shoes of the boss to get things done.
A leader that relies entirely on the fact the he is the boss and others must obey him is definitely a weak leader. This is not the way to lead. But there are circumstances in which the leader must become for a short period of time a boss and I think this is one of those.
Since project management has become to a large extent a profession (at least in some domains) the PMs ended up being peers with the project team members rather than superiors. This means that when cowboys appear and there is no other way to deal with them than stepping in the shoes of the boss most PMs can't do that. PMs must rely in most cases on the functional managers to act as bosses but sometimes the functional managers may consider the PMs to be the cowboys. :)
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Sep 07, 2018 1:36 PM
Replying to Murtaza Sheikh
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Thanks Rami - Just on your 2nd point, the premise is Weak matrix organizations. PM(s) have no authority to issue written or verbal warnings.
I can see how that's the right way to go in strong matrix (and up) or within established PMOs.
I understand it is a weak matrix but again, please check my latest reply to Adrian. I know in a weak matrix the PM is more of a project coordinator so sometiems there is nothing much you can do about it. Saving Changes...
I'd focus on getting to know the individual as a person - once you have a better appreciation for who they are, and what drives them (and they develop the same awareness of yourself), it will be easier to come to an agreement on rules of engagement.
In terms of what would I do: As I mentioned earlier, you would lead by example, influence your team and they will follow you if they believe in you even if you do not have authority (I am not saying this is a 100% success). Ive been in situations and worked on complex jobs where there was no incentive scheme and yet, was able to motivate the team in many other ways because neither me, nor others had the authority to give incentives and people started to get demotivated.
For the second part, again, I do not like using the word Boss and Id rather use the word leader. You do not need to be a boss with authority to solve problems. This comes by experience - A project manager sometimes have to take the role of a psychiatrist. Whoever fantasises about being a boss, is not a good project manager nor a leader.
I don't like the word boss either but sometimes the leader must step in the shoes of the boss to get things done.
A leader that relies entirely on the fact the he is the boss and others must obey him is definitely a weak leader. This is not the way to lead. But there are circumstances in which the leader must become for a short period of time a boss and I think this is one of those.
Since project management has become to a large extent a profession (at least in some domains) the PMs ended up being peers with the project team members rather than superiors. This means that when cowboys appear and there is no other way to deal with them than stepping in the shoes of the boss most PMs can't do that. PMs must rely in most cases on the functional managers to act as bosses but sometimes the functional managers may consider the PMs to be the cowboys. :) Saving Changes...
Kevin LangleySr Project Director| ConstructionHouston, Tx, United States
Sep 07, 2018 12:53 PM
Replying to Rami Kaibni
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Totally - I very much agree with your approach Steve.
Rami and Steve - Great points to both. Their is a certain amount of buy-in that needs to be built, but in the end, the process is the process. Anarchy doesn't result in on time, under budget delivery. Sometimes, you have to make a change in the team. Saving Changes...
Debbie ClemonsManager, Internal Business Systems| AvailityJacksonville, Fl, United States
Sep 07, 2018 1:15 PM
Replying to Rami Kaibni
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Although, for the most part, I also disagree with what you've mentioned, I just have one comment:
A Project Manager is not a boos, that is true. The word boss is heaving on the ears - PM's are leaders and with their soft skills and influence, they can manage their team effectively and efficiently.
I agree , The PM is not the boss but ultimately responsible. This is where the people management skills come into play. I've personally been in this situation several times before. I've found that pulling this person in closer to you and making them "feel important" wins them over. Saving Changes...
Kevin LangleySr Project Director| ConstructionHouston, Tx, United States
Sep 07, 2018 1:33 PM
Replying to Murtaza Sheikh
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The premise is of importance here and that's why i prefaced the question with "weak matrix or functional" environment and we know that means PMs have very little authority in this case.
Confrontation may be the best answer on PMP exam but in practice it can sometimes backfire if there are no checks and balances over these cowboys (fact in my case).
It can also be related to another recurring theme we all have heard .. being the red tape or the 2nd boss syndrome, which is something easier to navigate with those who are willing to give you a chance but Cowboys already have their mind made up and no matter what value proposition you have, they continue to be cowboys and in worst cases have the contagious effect on others too.
Murtaza, you are right. I have worked in both organizations that have a weak and strong matrix. In a weak matrix, you need to garner the support of their manager and of any managers of departments being impacted. Of course this is true for any project, but more so in a weak matrix.
In a strong matrix it is more likely that the balance of power between functional and project management may be more balanced. However, this depends on the level of support from executive management for the practice of project management. If support for project management is low, then it is more likely that no matter what the reporting structure is like, the balance of power will go to the cowboy. In some instances verbal support may be high, but active support may be low. This is interpreted by the "cowboy" as a license to carry on as always. Saving Changes...
Understanding human motivation is the key to resolving issues such as these. The days of the old wild west, autocratic leadership, and environments of fear are fast coming to an end for most organizations. Saving Changes...
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