First-Rate Teams
Some people manage projects and some project managers manage people. The work needs to be done, but unless your project is comprised completely of automated technology or robots, you will have to deal effectively with people. The modern employee is empowered. He or she is no longer subservient or unaware of his or her rights. But it goes beyond empowerment. The workplace is full of knowledgeable individuals who are well versed in their fields and in the companies that employ them.
Outside of the workplace, you can find people who excel in any one of numerous areas. From party planners to highly skilled contractors, there are top people available to meet any project need. And, when there are not, the training materials available on the Internet, in adult learning environments, and in books will make team members experts by the time a project is completed.
Besides knowledge, you need to lead by example, which means displaying confidence. The team will follow your lead. If you are tense about getting the project finished and complain about the project, your team will pick up on your uneasiness and uncertainty, and morale will be affected. If you have serious doubts about a project, your team will also have doubts. If you exude confidence, they too will exude confidence. You shouldn't tell them everything is going well when it's not. However, it does not help to worry team members with situations that are out of their control. If other means are necessary to solve problems in one area of the project, then you will address that specific area with those involved, not have everyone needlessly concerned.
As the leader, you need to stay on top of the project. You should know the project inside and out — after all, you don't want your educated team members showing you up. This isn't to say you must have the skills to handle every task, just that the big picture is very clear in your mind.
Your demeanor throughout the project is very important. You cannot wear your problems on your sleeve. Keep outside issues and project issues in their perspective places. For example, when a project meeting is called, it is to talk about the status of the project, not to whine because you weren't made VP of sales.
Following are ten tips, besides having a confident attitude, for becoming a successful project manager:
Listen when others talk
Do your homework and be well versed on the project
Manage people, not just projects
Be ready to manage in various situations (be flexible)
Delegate work to others
Give people latitude to do their work (don't micromanage)
Get the opinions of others
Monitor work closely (take good notes)
Keep all stakeholders apprised of your progress
Know when you need to ask for help — don't try to be a know-it-all
