September 28 & 29, 2020 | Virtual
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I'd suggest we need to add something about alignment with the team's values and one's level of (demonstrated) integrity to the list above.
I also prefer to build teams which are self-managing such that social pressure encourages good behavior rather than someone in authority having to regularly evaluate and take corrective actions.
Do you also leave it up to the people in your teams to develop their personal development?
How do you give them feedback?
Thank you for participating in this reflection and for your opinions
What happens to you as a project manager when a team member reveals:
1. Have high working maturity but for this or that reason reveals low psychological maturity?
2. Have low working maturity but high psychological maturity?
Both affecting team performance
In both cases, assuming other team members are not supporting or encouraging the individual to mature, then the PM should meet 1:1 with the team member to provide useful feedback. If there is little change in behavior and it is impacting the project or team harmony, the PM should address the matter based on the power structure and standards of the company (e.g. engage the team member's functional manager, involve HR).
I always read carefully the comments you make
Thanks for sharing your opinion
In what type of organization do you see the project manager? (functional, matrix or projected)
What is the approach to project development? (Predictive, adaptive or hybrid)
Whatever the type of organization or project development approach, how could a project manager do more for his team members?
Overall, the PM should embrace the essence of servant leadership - their role is to serve the team's best interests and if that means taking direct steps to address a situation which is hurting the team that has not been resolved, so be it.
Thanks again for sharing your opinion
Can this role you describe for the Project Manager be confused with the role of the Scrum Master?
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