Most of the times we need to take stand to support the rights and benefits of the team we as PM work closely with them and need their motivational support to execute the tasks.
But at a time we feel that we've been squashed in the middle between the team and the upper management, hence it is hard to have a balance and equilibrium between both so how much you are willing to support the team.
Remember you have a family and you also need the job - you can't threat and walk away - what would be your action? Saving Changes...
That's the beauty of being a contractor or independent consultant. So long as you have confidence in your marketability, you rarely have to compromise your values.
Kiron
Kiron, I hear you and you are very lucky by paying less taxes than the employed person but not everyone can be a self employed or run a business. Saving Changes...
First of all, if you have been assigned to a leadership position then it was because you are aligned with your organization´s culture, values and leadership style. Second, when you created the team all that must be clear for the team. Third, is you are leading a team then you have to take care of the team and they must feel they can count on you BUT always taken into acount that what I stated as First and Second is clear understanding by the team.
Sergio, very true I like this analogy. I agree Saving Changes...
It's tough, and I think it depends on the particular situation. I'm willing to risk my job, if this benefits the team or the organization, since I believe in my self and my skills.
Anish, it is tough specially if the team are mixed and you didn't recruit them Saving Changes...
If it has to do with ethics and integrity then absolutely YES. I've done it and was terminated, and I will do it again in a heartbeat. I've seen first hand what the result is of keeping quiet. It creates a culture where speaking up is feared and it breeds the same management going forward. The company I worked for went as far as conducting business unlawfully in foreign countries by sending employees on tourist visas. These employees went in fear of losing their jobs. But even more 'mild' infringement internally should not be tolerated.
Anton, that's complete 180 degree turn I can see your point, thanks for sharing Saving Changes...
I quit a job when I was on a junior position because there was no leader who would stand for me when I needed that. So I believe that PMs must stand for their teams. But I can’t really imagine a situation when I would be in a risk of being fired because I stand up for my team. If that would be the case than there’s really something wrong with the company culture or with my own choices. I agree with the way how Sergio put it.
Lenka, I am glad that you've found another job. good Saving Changes...
Never had been in such a situation till now, however would first try not to get into such situation and if it happens would like to balance out.
Jaleel , it depends on where you works Saving Changes...
George MonnatTechnical Delivery Manager| Kapsch TrafficCom North AmericaAustin, Tx, United States
I've always done what I think is right. My last job I took the heat for the team and was scapegoated by the PgM and Chief Engineer for it. The PgM decided to not renew my contract at the end of December for this year. He then went to my team and asked one or more of them to step up and handle my duties. They said h311 no, we need George. The VP of Engineering then the President stepped in and convinced the PgM to extend my contract. I had my team's back, and they then had my back. Saving Changes...
It's definitely very situational. Unless it has to do with integrity, compliance, or ethics - then somehow you need to find a way to make it work.
Maybe the two sides are pulling in different directions or there's a specific culture that might be tougher to get through.
In this case it sounds like you have some negative stakeholders giving off a bad vibe and killing the morale of the team. Can you shed light on any of the current issues that have you feeling stuck in the middle?
If communication has been in tact and most of everything up to this point has gone well or on schedule, then possibly a meeting is in order with management first. Find out their expectations, how they feel about the current state of the project and give an update on where you and your team are currently sitting. Like in sales, you need to find that nerve, the pain point to provide the solution. You can then have a follow up team once you have a clearer perspective and are close to a resolution to help motivate them or increase morale.
There's not too much information as your post is very general. Choice made can reflect from many variables, some more severe than others. You'll have to weigh that out and look at everything from a distance to try and view what is happening or causing this.
I think respectful conversation with some very direct questions (without emotional leading) can help you a great degree. Saving Changes...
