Product Operations Program ManagerBarcelona, Cataluña, Spain
Interesting video, thanks for sharing.
Note that 8 out of 11 items of being the worst PM on Earth are related to Team or Stakeholder management. It is indeed crucial to have soft skills pull together a comprehensive Team management plan to increase the likelihood of completing the project on the expected terms.
That reminds me of the statement in PMBOK that almost 90% o PM work is communicating! Saving Changes...
True. The success of a manager depends majorly on his soft skills and Stakeholder management. Most prominently, the team management. The manager has to have a good enough to manage people and not be biased during decision making for the good of the project. Saving Changes...
Luis Fernando MirandaInternational Project Manager| Coca-Cola EuroPacific PartnersMadrid, Madrid, Spain
Very interesting video! For me, the worst habit is number 5. Micromanagement kills motivation and makes your team feel disengaged.
While I usually avoid micro-managing people, I have found that millenials, experienced or not, usually want me to be more involved in their activities. It is still a bit disconcerting when I get a text asking me for feedback or input on small items. This is something I never experienced with baby boomers and generation X. Anybody else find that younger people expect more involvement from their managers? Saving Changes...
Karthik RamamurthyAuthor, Say YES to Project Success| Founder KeyResultzChennai, Tamilnadu, Tamilnadu, India
Excellent video, Bala.
From my 25 years of experience, I would list these, in no particular order:
1. Procrastination
2. Being Autocratic/Egoistic
3. Micro-managing
4. Rushing ahead into execution with no planning
5. Holding on to critical information, under the pretext that sharing makes the PM lose power. Saving Changes...
Vitaly GlotovStrategic Alignment Telecom Expert and Certified PMP| Advanced Industries PackagingFrankfurt Am Main, Hessen, Germany
Great video, thanks for sharing! Saving Changes...
Very well said Mr. Karthik.
Regarding point number 5, Jack Welch said, "For some people, becoming a leader can be a real power trip. They relish the feeling of control over both people and information. And so they keep secrets, reveal little of their thinking about people and their performance and hoard what they know about the business and its future. This kind of behavior certainly establishes the leader as boss, but it drains trust right out of a team."
We need to look ourselves and the way we act. Over the time our reactions become our permanent habits. Saving Changes...
Mr. Parent, though I''m not as experienced as you are and even I have faced situation where new/beginners expect involvement from their managers whether its in the form of uncertainty, feedback or clarification, they keep coming back. Perhaps its because of supportive nature of the manager. The manager would explain the work at hand in a congenial manner trying to delegate tasks and wanting people to become independent in their working. People take the understanding that they can always return to manager for his/her involvement. Saving Changes...
Julia CunninghamManager Project Management| BattelleRichland, Wa, United States
I agree that younger staff members are eager / perhaps over-eager for feedback and involvement. It is interesting, but also allows and requires that managers and senior staff refresh their soft skills, which can''t be a bad thing for anyone involved. Saving Changes...
Michael AdamsSolutions Architect| LANLLos Alamos, Nm, United States
OMG...
#3 "some PMs became a PM by accident. They have experience as a BA or an SME, and they try to do that and be the PM...thus becoming a bottle neck." This is me! I almost can''t help myself. I love taking a deep dive into the details and I have to stop...good grief!
#10 circumvent process...I''m probably guilty of this too!
#11 sometimes I faile to implement tracking (aaaargh!)
OK...some things to look at for me! Thanks for the post. Saving Changes...
Community Champion
