Why Do you Think Project Managers Get Targeted by Project Bullies?
Paul PelletierProject management key note speaker, author, corporate lawyer, and executive| Paul Pelletier Consulting Vancouver, British Columbia, Canada
Unlike schoolyard bullying, people in the workplace are not targeted because they are loners or weaklings without friends. Most likely, they are targeted because of their abilities or likeability and other positive characteristics which may have posed a threat to the bully’s desire for prominence. The perception of threat is entirely in his/her mind, but it’s what he/she feels and believes.
In the writer’s opinion, project managers are often perceived as threats because, by definition, they are bringing about change or because they are drawing resources toward their project – likely away from the bully or other projects. Also, most projects occur in organizations where project team members report, not only to the project manager, but to a line manager as well. This dual reporting promotes conditions where multiple people, who often have competing agendas, task project team members. This environment presents added opportunities for bullying behaviour.
In your experience, what do you think are the reasons why project managers are targets? Saving Changes...
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arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
Project Managers can be bullied or be a target of bullies in the organization because of various reasons:
a. Line managers maybe uncomfortable because the projects that maybe undertaken by PM's could be operational process improvement which could pose a threat to the comfortable day to day operations of the line manager's work. Line managers could very well bully directly or indirectly the Project Managers once this threat is felt.
b. Yes, functional managers may feel the need to bully or blame the PM for operational issues because when the functional managers resources are released to the PM, there is normally no backup staff to fill-in the work that was originally done by the project resource. This creates friction within the functional team which could unfortunately boomerang to the PM. Example: withholding resources or funds.
c. Project Managers may shine more in the organization because of special projects and/or successful projects. Line Managers who are doing operational work may not shine as much so some may become envious of the attention that the PMs get.
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Paul PelletierProject management key note speaker, author, corporate lawyer, and executive| Paul Pelletier Consulting Vancouver, British Columbia, Canada
Thanks Arlene for your response. You clearly understand how PMs could be perceived as a threat by others and why bullies often target veteran PMs. It sounds like you have seen this occur given how precise your comments are.
I appreciate your contributions to this topic and hope we continue to create dialogue about a topic that many PMs find relevant. Saving Changes...
Phil BristolCEO| Projectivity SolutionsSacramento, Ca, United States
When a Project Manager slips into an Inward Facing or "Me-centric" mindset he or she unknowingly may treat others as an obstacle (a blockage to achieving results), a vehicle ( a machine that is expected to work without thinking) or an irrelevancy ( some one that matters so little - they are invisible). When this mindset (filter or lens to navigate by) occurs, the PM inadvertently invites resistant behavior in others.
An over abundance of a strength becomes a weakness. So, when an action-oriented PM leans to heavily on that "GET-IT Done & Just Decide" strength, others may respond by seeing this behavior as being a bully. Or, when a quality-oriented PM leans to heavily on "FOLLOW The PROCESS and Get the Facts" strength, then others may also see the constant challenges as bullying.
a resistant response from others. Saving Changes...
