Chantel JonesConsultant / Project Manager| The Pedowitz GroupAustin, TX, United States
Hi everyone! I recently earned my PMP and currently in my first role as a marketing PM (leading 6 different teams). We are fully remote and it can feel challenging engaging my teams, making sure I'm properly supporting them and the client, staying ahead of the tasks before being asked, etc. Due to being remote AND new to the role, it's not always easy to get support/advice in general.
Can you please share any tips for success, resources, or templates that you wish you knew/had starting out in PM? Saving Changes...
Hi Chantel - how exciting! That sounds like a great new challenge that I'm sure you're up for.
Starting off with a new team can be tricky in any environment, but some things that come to mind for me are:
- If you feel comfortable, asking the team directly what works for them has always been one of the best ways to understand what there needs are. I might start off with something like: what work management approaches make your life easier? For me, I like to have my tasks for the week included in a task management board like Microsoft Planner. What works for each of you?
- If they aren't sure what works best OR what you try isn't working, a weekly (or more frequently depending on how quickly you need to output deliverables) status meeting is my go-to. It's a great way to get a sense of where ever one is and be able to ask probing questions to understand where the team is doing well and where they are struggling. On some of my projects, we have to meet three times a week because the team is struggling to meet deadlines. The biggest thing here is consistency - they know when they need to have updates and what the expectations are of them.
- I always use an action item log (you can find lots of great ones on this site (or if you message me your email, I can send you one). This is great for keeping an eye on those little tasks that can often be missed, and you can post it in a place where the team can go to see what's on their plate.
- Lastly, setting expectations and giving the team something they can rely on is often one of the biggest adds of a PM in my opinion. Whether it's a weekly task list, status report updates, distributing notes, helping to identify decision points, etc. - set the expectations of what your role will be doing and then follow through on it.
With the remote aspect, it may not be a bad idea to set up some regular one on one sync ups with your team members to get a sense of how they're doing and what their needs may be. This helps to not only get to know them better (and what they like/don't like), but it also gives them a chance to share things they may not be comfortable with in a group setting.
Best of luck - you got this!
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1 reply by Chantel Jones
Jul 03, 2021 10:46 AM
Chantel Jones
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Hi Samantha, Thank you so much for the helpful response and suggestions! I do work off of a weekly task tracker where we log the task status, and notes, needs/requests, etc. In terms of an action item log, I typically send a follow-up email outlining the items. Do suggest the actual log over emailing?
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
After working from more than 20 years ago remotely, leading programs and project which involves more than 250 people belonging from more than 60 different countries the answer is simple than this: you do not have to engage people, people is engaging by senior sponsor because the project is creating a solution and the solution is creating to achieve a strategical objective.
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1 reply by Chantel Jones
Jul 03, 2021 10:50 AM
Chantel Jones
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Valid point. I am to drive the team towards project success and hold them accountable for knowing their individual tasks and staying on course.
I moved into a new position recently where few people knew me and I often have to combine some pieces of both above answers to promote engagement.
One thing I did was built a good working relationship with my own manager in addition to my supporting team. He needs to know what I'm doing and that it's the right thing so that when I push for support from teams, I have support from the management side.
The team members will always respond to the senior sponsor, but sometimes I need to make it evident to the sponsor that I am lacking the necessary support. To get that support, I need my message to be visible to the sponsor (requires manager support), and to be clear about the message (help needed).
If you are reporting on performance to plan, focus on the analysis and the message, otherwise you end up being viewed as a clerk. If an individual item is late, is it on the critical path or easily recoverable? Focus on the big ones. If many little items are late, is that going to create a bottleneck later? Also remember that you are there to help, not to just point fingers at the people who are late.
Sometimes when new, I provide my analysis and nobody listens. Then the problems become larger and it becomes apparent that the senior sponsor *must* engage or you fail. After a few experiences like that, people tend to get the point that they either need to engage, or they will get unwanted "help" from the sponsor.
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1 reply by Chantel Jones
Jul 03, 2021 10:51 AM
Chantel Jones
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I think you nailed it perfectly - I want to avoid being viewed as a clerk or pass through person. Thanks for the response! Any other tips you have to share to avoid being viewed as such would be helpful :)
I understand your concerns especially in a marketing role. In marketing, you are expected to support different teams. A few things I would do are;
1) Find out expectations needed. Often this is mostly put in the objectives / KPIs
2) Create a regular meeting schedule. These will be more frequent in the beginning until you establish a rhythm with the teams and slowly morph as you know each other better or as you deliver on objectives.
3) Be willing to listen even as you give your views and expertise. The teams will feel appreciated and will be more open to your ideas.
4) Always keep the main objective at the core of most discussions so that you don't get derailed.
With time, you will be able to know what works and what doesn't. In the end, you want to be influential so that the teams buy into your ideas. Saving Changes...
Hi Chantel,
I have also recently earned my PMP. How did you land your first PM job, Do you have a past experience in project management? I am trying for my first job as PM but so far no luck.
Please advice. Saving Changes...
You've got a good start on one of the most important (IMO) parts of being a project manager - know who to talk to. The initial people assigned to your project team aren't always everyone you need to talk to, to fully understand your project. Sometimes you have to dig, but to dig effectively you have to know where to dig. Take the time to figure out who actually knows what they're talking about and who is willing to talk. Learn about the systems that will be affected by your projects and how they interconnect. Figure out how to crack the tough nuts and make them allies.
I'll use a process analysis as an example. You're meeting with a group of people to document and update a process. As you walk through the process, people refer to additional steps performed by someone who is not in the room, but they don't know the details. People who should be experts on part of the process, or why something isn't working, seem like they're withholding information. You finish the meeting with more questions than you had when you started, and realize you're going to need another meeting, with additional people, to fully understand the process. It's time to start digging. Saving Changes...
Bui YenBusiness Development Manager| VNG CorporationHn, Viet Nam
I am in the same role as you now. I understand that being a PM for marketing team is not easy. In my experience, MKTers are very active, aggressive, creative ... I can say that the MKTers (in my place) are of different characteristics. And our job is how to understand all of them to deliver your talk better?
I start with 1 simple tip. That is win their heart. When they trust you enough, they will share with you. Even, they can tell you what you should/shouldn't do too. I apply this and I feel like in any team, if I have one person who trusts on me, then I can get updated about all the other team members, and easily talk to them. Good luck and let me know the results! Saving Changes...
Joseph RussellPartnership Project Manager| FNBOOmaha, Nebraska, United States
Congrats, Chantel!
I think you're already starting off on the right foot for tips on success by asking those in your network and/or in the same industry.
Here are a couple of other tips I've learned since starting my company.
1. Use an online collaboration tool for everyone to access (I use Trello)
-- This limits the overwhelming use of email to get things done and tasks can be easily viewed/ingested and handled accordingly.
2. Open and honest communication is key.
-- Trust is built this way, but overcommunication (i.e. during off time) increases stress levels due to establishing an "always-on" culture.
-- I also maintain a generic employee register which highlights their goals, strengths, struggle areas, topical family info
3. Conduct one-on-one meetings with team members not only to talk about projects or tasks, but to see how they're doing. This can lead to better understanding their strengths and weak areas.
4. Look for was to deliberately develop your team and challenge them.
-- This requires getting to know what their long-term goals are.
5. Somewhat obvious, but I always keep generic templates of the different plans found with the Project Management realm.
-- I say this is somewhat obvious as I've worked on teams before where folks don't think to repurpose certain Output docs and instead start from scratch.
The biggest thing I've learned over my career is that the employees/team members/people add the value to a project; not the overall deliverables. Take care of them and they'll take care of the project.
I hope these have been helpful. And, again, congrats! Saving Changes...
Congrats! Being a human leader in an online environment is both a challenge and a way to engage teammates and stakeholders.
A project is a team effort and people will bring success to the projects.
Empathy and being human are two assets for a good kick-off.
Wish you all the best! Saving Changes...
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