Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
I just received results of Accenture survey and according to the survey, 41% of people consider as the most valuable benefit of their work their skills development. What can we do as PMs to support our team members on that? Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 10:31 AM
Replying to Therese Poujade-Goustiaux
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Such a broad question that I feel the "specifics" would be customized to meet a particular team's members! But all teams could benefit from raising awareness of skill development opportunities and the importance of continual learning. Creating a culture where mistakes are treated as opportunity for learning can allow for regular development hands-on, not just formal development of skills.
Thank you Theresa, especially for the point of allowing mistakes to happen and treat them as learning opportunities. Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 11:11 AM
Replying to Jesus Martheyn
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I would say that, for me, works really good, train the team on specific subjects that will be helpful in their everyday tasks. Not always I give them the train, I usually ask an expert team member on the field. People love to feel they are learning more than they are teaching, that's how I try to keep engaged the team.
Thank you, that is very good example, to invite experts to share knowledge with your team. Would you have specific example in which area you arrange such training? Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 11:25 AM
Replying to Pench Batta
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Encourage the team to become T shaped or E shaped skills from I shape skill. Allow team members share their knowledge by doing small workshops.
Great example Pench with the small workshops. How much time would you dedicate for that let’s say on a monthly basis? Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 1:19 PM
Replying to Kimberley Romaner
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Exactly, Girija! Our people are our biggest asset. If we don't develop them, they will find other opportunities and companies that will.
So true Kimberly! Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 2:13 PM
Replying to Adrian Carlogea
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Don't you as PMs risk getting on a collision course with the functional managers of the team members that work on your projects if you try to develop their skills? What if the functional manager, who usually comes from the same line of work as the team members, has different goals regarding the skill development of his/her staff? Wont the functional manager feel that you are trying to take away his/her duties?
In addition some team members are very skilled in their profession while the PM many times does not even come from the same line of work as the team members. How can you develop the skills of a very skilled and experienced worker when you don't come from the same line of work as he/she does?
That’s very interesting view Adrian, can you add any specific topic where you think the PM would be in a conflict with functional manager on enhancing skills of team members?
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1 reply by Adrian Carlogea
Oct 23, 2018 7:23 PM
Adrian Carlogea
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I think the conflict could arise when the PM tries to assign work to a team member but that work does not require the main skills the team member has.
For instance think of a PM that tries to assign to a software developer project work that is not directly related to the actual software development process. Or maybe the PM could try to have the developer work with other technologies then the ones for which he/she is an expert.
Some software developers may welcome these requests others not but the software development manager should have the last word. For instance the manager may not agree that his developers to do non-developing work on the project or work on tasks for which they are not very well prepared.
The PM may see the project team members as dedicated to the success of the project no matter the type of work they have to perform while the functional manager may see his direct reports as specialists in a certain field that would provide their expertise on the project when such expertise is needed.
Instead of helping on a project on tasks for which he is not very well prepared the functional manager may want his direct report to work on other projects where his best skills are badly needed.
The PM may be focused too much on the success of the project he/she manages while the functional manager may be interested on the success of his/her function on all the organization's projects as well as on operational work.
Saving Changes...
Kimberley RomanerCEO| Possibilities AmplifiedNorth Augusta, Sc, United States
Oct 23, 2018 2:13 PM
Replying to Adrian Carlogea
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Don't you as PMs risk getting on a collision course with the functional managers of the team members that work on your projects if you try to develop their skills? What if the functional manager, who usually comes from the same line of work as the team members, has different goals regarding the skill development of his/her staff? Wont the functional manager feel that you are trying to take away his/her duties?
In addition some team members are very skilled in their profession while the PM many times does not even come from the same line of work as the team members. How can you develop the skills of a very skilled and experienced worker when you don't come from the same line of work as he/she does?
Most functional managers I've worked with were grateful that their employees were getting extra attention and care. On rare occasions I've had a functional manager come to me and say, "I don't want him/her doing that," to which I would say, "Oh. Okay. no problem. I'll take care of it." Then I would tell the employee, apologize for the lost opportunity, sympathize for a bit, and we would both go on with our lives. This approach has historically kept the team member engaged and functioning well as part of the project team, and dispelled any potential friction with the functional manager. As to your second question, Adrian, I have managed people whose skill sets I do not have, but whom did not have some of my skill sets, either. Whether it's soft skills, time management, emotional management, public speaking or whatever, there's much to share about being a more well-rounded person, employee and leader.
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1 reply by Lenka Pincot
Oct 24, 2018 7:37 AM
Lenka Pincot
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I agree, projects can’t be opportunity for people to develop their skills and it’s great when PM supports that for those who want to do that. Projects are also a way for promotion and for getting more visible in a company.
Take the time to understand what the professional hopes and dreams are for your team members and try to find opportunities to connect the activities they will perform on your project to those aspirations.
I've sometimes had team members whose people managers ignore their personal development who have appreciated "someone" actually asking them what they would like to do!
That’s very interesting view Adrian, can you add any specific topic where you think the PM would be in a conflict with functional manager on enhancing skills of team members?
I think the conflict could arise when the PM tries to assign work to a team member but that work does not require the main skills the team member has.
For instance think of a PM that tries to assign to a software developer project work that is not directly related to the actual software development process. Or maybe the PM could try to have the developer work with other technologies then the ones for which he/she is an expert.
Some software developers may welcome these requests others not but the software development manager should have the last word. For instance the manager may not agree that his developers to do non-developing work on the project or work on tasks for which they are not very well prepared.
The PM may see the project team members as dedicated to the success of the project no matter the type of work they have to perform while the functional manager may see his direct reports as specialists in a certain field that would provide their expertise on the project when such expertise is needed.
Instead of helping on a project on tasks for which he is not very well prepared the functional manager may want his direct report to work on other projects where his best skills are badly needed.
The PM may be focused too much on the success of the project he/she manages while the functional manager may be interested on the success of his/her function on all the organization's projects as well as on operational work.
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1 reply by Lenka Pincot
Oct 24, 2018 7:36 AM
Lenka Pincot
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Thank you Adrian, I see what you mean and that’s all very valid points. There must be a balance apparently and PM should be aligned with functional managers if there is considered change or adding to specialization to expert professions.
But apart from that there are also opportunities for team members to learn new things that are coming from the project work, such as team work, conflict resolution, time management.
The issue Lenka is the temporary nature of projects, and the scope of responsibility outside the deliverables of the project which may require things like training etc. Otherwise invariably such skills development falls into the hands of functional departments.
So for once, I might have to agree with Adrian, kind of hehe
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1 reply by Lenka Pincot
Oct 24, 2018 7:39 AM
Lenka Pincot
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Hi Sante, I was more wondering what additions can PM make to team member’s skill, I agree that PM should not decide and change professional direction of employee who do not report to them. But still there are so many skills that are specific to projects and these are great to learn when people have opportunity to do so.
Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Oct 23, 2018 7:23 PM
Replying to Adrian Carlogea
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I think the conflict could arise when the PM tries to assign work to a team member but that work does not require the main skills the team member has.
For instance think of a PM that tries to assign to a software developer project work that is not directly related to the actual software development process. Or maybe the PM could try to have the developer work with other technologies then the ones for which he/she is an expert.
Some software developers may welcome these requests others not but the software development manager should have the last word. For instance the manager may not agree that his developers to do non-developing work on the project or work on tasks for which they are not very well prepared.
The PM may see the project team members as dedicated to the success of the project no matter the type of work they have to perform while the functional manager may see his direct reports as specialists in a certain field that would provide their expertise on the project when such expertise is needed.
Instead of helping on a project on tasks for which he is not very well prepared the functional manager may want his direct report to work on other projects where his best skills are badly needed.
The PM may be focused too much on the success of the project he/she manages while the functional manager may be interested on the success of his/her function on all the organization's projects as well as on operational work.
Thank you Adrian, I see what you mean and that’s all very valid points. There must be a balance apparently and PM should be aligned with functional managers if there is considered change or adding to specialization to expert professions.
But apart from that there are also opportunities for team members to learn new things that are coming from the project work, such as team work, conflict resolution, time management.
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1 reply by Adrian Carlogea
Oct 25, 2018 4:46 PM
Adrian Carlogea
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I agree, if the skills that the PM wants to develop in the project team members are in addition to the professional (hard) skills then yes this could work.
For instance some technical experts may be very good at their work but lousy at communicating or working in a team, for certain PMs may help if they have the capacity to teach others these soft skills.
Thank you for this message now I understand want you wanted to say and I agree. As long as the PM does not interfere with the professional skills development, which is the the duty of the functional manager, then most likely there will be no conflict.
PMs could also work on the development of the professional skills but only if they are themselves very experienced professionals in the line of work of the team members. Otherwise they should stay away from this and eventually just focus on soft skills development.
