Other Characters
You'll find those who are competitive, those who are quiet or reclusive, and even the occasional slacker. You will also come across people who can't take criticism and others who think they are always right. There will be whiners and complainers as well as gossips. Jokers and crowd pleasers will also be on your payroll. Keep in mind that the less your team has a personal stake in the project, the more you will have to be everyone's pal. After all, if Fred has nothing significant to gain by helping you move your furniture, there's no reason for Fred to stick around if he feels unwanted, uncomfortable, or unappreciated.
So how do you do it? How do you work with all these personality types? When working with competitive individuals, it's best to channel their competitive spirit into something that benefits the project. Can they sell the most widgets? Move the most office furniture? Write the most new programs? Let them compete, whether you or anyone else is actually competing with them. As long as the competition remains friendly and does not impact the project, let it be a motivating force.
If repeated warnings and attempts to increase someone's work are not improving his performance, you may have to let the person go. Keeping someone who isn't doing his share is detrimental to the team and the project. It may be better to lose one person than to risk resentment and lowered morale among other team members.
The quiet, secretive, reclusive team members often simply come and go without any fanfare; often they want it to be that way. You should make an effort to determine whether the individual is comfortable with this arrangement. If he or she is quiet because he is intimidated or uncomfortable, you may need to modify the situation so the person can feel more a part of the team. However, if someone is quiet or introverted by choice, let him be who he is.
Slackers need a proverbial kick in the butt. If someone will only do the minimum to get by, you'll have to make sure that the minimum is sufficient for the project's success. Someone who's not committed to moving the project forward should not be in a high-level role, and you may have to take corrective action to get the team member focused and the project back on track. Within reason, find out what motivates your team — what you can wave at the finish line that will get them off their slacker routine.
If you're dealing with someone who doesn't take criticism well, start off with praise and highlight all that they do well before pointing out anything that is wrong. Acknowledge that everyone makes mistakes, and emphasize the importance of learning and applying new skills in the future. Avoid blame in any victimless situation, and keep your feedback constructive and positive.
If you are trying to work with someone who feels he or she is always right, let him or her be right in all the insignificant areas. On those where the individual just happens to be wrong, let him discover the right answer by laying out pieces of the puzzle in a way that he can find the right answer. This way, while he may be wrong, he will still save face by thinking he discovered the error. You are not out to say, “I told you so.” Instead, you should skillfully point your team in the right direction for the sake of the project.
Whiners and complainers require a patient ear and an occasional reality check in which you point out some of the positives of the situation. As mentioned earlier, often people don't realize that, comparatively speaking, conditions are not really so bad. Grin and bear some of the griping and complaining, but encourage anyone who is dissatisfied to make proposals or suggestions on how things could work better. In many cases, people complain because they don't believe they'll be heard any other way. Once you establish that you welcome contributions from all sources, use their negative energy to achieve positive results. If rabble-rousers are not willing to be constructive or positive, they will undermine the team, and you do need to intercede.
When going into negotiations, the more you have to give, the greater strength and bargaining power you have. If you have nothing to give, then obviously you can't expect much in return. Determine what the other side needs the most — that is your bargaining chip. Prioritize your own needs, and you're ready to negotiate.
Jokers can be listened to and may even be entertaining. If and when such clowning interferes with the flow of the team's work, or if they are insulting or offending others, you will have to gently but firmly explain that they need to tone it down.
A good project manager is a good people manager, which requires knowing and understanding all the players and what makes them tick. Obviously, on very large-scale projects with hundreds of team members, you won't get to know everyone involved. You will need to set up managers who are as skilled in managing people as they are the tasks you've delegated. Meet with your key managers to discuss ways of working with people. Make sure that they have the same understanding as you do.
As you assess the personalities of the people working with you, try to see their strengths, not their weaknesses. If, for example, someone is very outspoken and has an aggressive personality, see if that fits into a role in which you need someone outspoken and aggressive. Embrace the differences people have to offer, and never discuss one person's personality quirks with others.
