Mirza Laeeq BaigDirector - Business Excellence| East Consulting Engineering CompanyRiyadh, Saudi Arabia
In the new world of Project Management, we consider supportive/ facilitating leaders more successful. On the contrary, the ground reality still seems far from ideal.
Most Project Managers today still believe they need to control the team and the resources in general. How should one deal with this situation as a team member? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Successful or not will depend on the style of the organization the project manager is working in. And mainly about the culture of this organization. It will not depend of the project manager itself. With that said, we can agree or not in what we can call "more efective" way to perform project management. But context can not be ignore.
It depends on whether the PM in question is open to feedback or not. If they are and if the team member has built a positive working relationship with them, it is worth having a 1:1 conversation with the PM to help them understand the impacts on the team of their command & control behavior. The team member might offer to support the PM in the transformation process to being a better servant-leader.
If the feedback falls on deaf ears, the team member will need to decide if the situation is corrosive enough to warrant escalation or whether they should just "grin and bear it" till the project is over.
If the PM's manager requires 360 degree feedback at the end of the project, the team member can also provide feedback on the PM's development needs...
Kiron
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1 reply by Mirza Laeeq Baig
Feb 25, 2020 4:17 AM
Mirza Laeeq Baig
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Kiron,
Very rightly said... Thank You for the feedback. It fits to the ground realities. I appreciate that
Saving Changes...
Scott SmithProject Manager| Scott Smith PMP LLCVenice, Fl, United States
I agree with Mirza. And I would add that successful PMs often have a somewhat controlling nature, as they tend to push and verify that subtasks are under control. Of course they have to find the balance to not be so over-controlling that it impacts trust. As Mirza suggests, try giving direct feedback and explain the impact the PMs behavior is causing - and try to change the situation.
Mirza Laeeq BaigDirector - Business Excellence| East Consulting Engineering CompanyRiyadh, Saudi Arabia
Feb 24, 2020 8:08 AM
Replying to Sergio Luis Conte
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Successful or not will depend on the style of the organization the project manager is working in. And mainly about the culture of this organization. It will not depend of the project manager itself. With that said, we can agree or not in what we can call "more efective" way to perform project management. But context can not be ignore.
Sergio,
Thank you for your comments.
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1 reply by Sergio Luis Conte
Feb 25, 2020 6:05 AM
Sergio Luis Conte
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You are welcome.
Saving Changes...
Mirza Laeeq BaigDirector - Business Excellence| East Consulting Engineering CompanyRiyadh, Saudi Arabia
Feb 24, 2020 9:37 AM
Replying to Kiron Bondale
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Mirza -
It depends on whether the PM in question is open to feedback or not. If they are and if the team member has built a positive working relationship with them, it is worth having a 1:1 conversation with the PM to help them understand the impacts on the team of their command & control behavior. The team member might offer to support the PM in the transformation process to being a better servant-leader.
If the feedback falls on deaf ears, the team member will need to decide if the situation is corrosive enough to warrant escalation or whether they should just "grin and bear it" till the project is over.
If the PM's manager requires 360 degree feedback at the end of the project, the team member can also provide feedback on the PM's development needs...
Kiron
Kiron,
Very rightly said... Thank You for the feedback. It fits to the ground realities. I appreciate that Saving Changes...
Mirza Laeeq BaigDirector - Business Excellence| East Consulting Engineering CompanyRiyadh, Saudi Arabia
Feb 24, 2020 9:43 AM
Replying to Scott Smith
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I agree with Mirza. And I would add that successful PMs often have a somewhat controlling nature, as they tend to push and verify that subtasks are under control. Of course they have to find the balance to not be so over-controlling that it impacts trust. As Mirza suggests, try giving direct feedback and explain the impact the PMs behavior is causing - and try to change the situation.
Thumbs up Scott.... Noted Saving Changes...
Mirza Laeeq BaigDirector - Business Excellence| East Consulting Engineering CompanyRiyadh, Saudi Arabia
Feb 24, 2020 1:24 PM
Replying to Rami Kaibni
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Mirza
Check my article on how to deal with Micromanagers:
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