The effective project manager: the essential skills

It’s been said that project management is an accidental profession. Most people want to become a programmer, video editor or IT specialists. They don’t expect to take on a project and content management leadership role.

There’s no specific personality type that makes the perfect project manager. That being said, the person who takes on the role must be able to find a balance between a number of key areas:

FINDING BALANCE AS A PROJECT MANAGER: CORE CAPABILITIES

Visionary and detail oriented

While the manager needs to be able to think creatively and about the big picture, they also need to have the ability to take care of the small details such as meeting deadlines and making sure that project budgets don’t explode out of proportion, scheduling and finally they need to prioritize objectives so that resources are well spent.

Technically savvy and politically astute

Giving the reigns to someone who is technically savvy but lacks interpersonal skills can cause more harm than good. This kind of person can be excellent at completing tasks, but not delegating them accordingly to other team members.

Disciplined and flexible

Of course, a structure needs to be established, but there also needs to be room for agility as the project moves along and things come up.

ESSENTIAL SKILLS

Communication

This will come as no surprise, but in order for communication to be as affective as possible, it has to be a two-way street.It can be broken into two skills: Listening and sending information. You probably have very valid opinions and insights into what should be done. That being said, you have to listen to and take your team members opinions and values into consideration. Not listening to them can mean missed deadlines, higher project costs and possibly a finished project that doesn’t meet client expectations.

That being said, the project manager is the one that’s responsible for ensuring everything goes to plan, as they are the ones who have to ask for resources, make the presentation, or asking for a decision. A good project manager has to take what the team says and make a coherent plan so that everyone is on the same page.

Persuasion and influence

Influence is a powerful and necessary tool when completing a project. Influence isn’t automatic, so how do you earn it? It comes through getting to know those who are working with you.

Reciprocity

The first way is though reciprocity, Reciprocity is the social norm that obligates individuals to repay in kind what they have received. In other words, if you cooperate or do things for others, they will follow suit and more often than not say yes to what you’re asking.

Consistency

The second principle is consistency. It’s coming up with and getting everyone on the team to agree. Once this happens, everyone involved can be assured that management isn’t going to suddenly change their minds once a project is underway.

Social validation

Social validation is the idea that people are more likely to identify with their peers rather than supervisors. They’ll look to their peers and others that they respect for cues on how to behave.

Liking

Liking is wining friends by getting to know them. People will be more willing to say yes if they like you.

Credibility as a source of authority

As a project manager, you don’t have control over rewards, but you can get over this by demonstrating your expertise and capabilities. Proving your skill as a leader will gain you respect from your team.

NEGOTIATING

A good team leader is a good negotiator. They know to separate people from the problem; how to work with the other person, not against them. Another aspect is focusing on interests and not positions. Both parties want what’s best for the project, even though their positions aren’t aligned. The best way to ensure that interests align is to brainstorm possible solutions so that when a disagreement arises the members involved can resolve the issue and realign their interests. If you can agree on a fair solution, the situation is no longer a battle of wills and saner heads will prevail.

PRODUCTIVE MEETINGS

A good illustration of how meetings can feel and can be unproductive

Meetings are the most important way for teams to be on the same page. Thee are some key things to make a meeting productive.

Documentation is essential

Without documentation of what took place in a meeting including what was decided, issues that were brought up and followup actions, its like the meeting never took place. Not everything can be dealt with in a meeting, so making accurate and detailed notes is crucial. Using electronic meeting systems or online tools like Slack can reduce project labor costs and boost productivity, as all the attendees cam instantaneously collaborate with their team and get real time feedback.

Conflict management

Not all conflict is a bad thing. When people don’t get along, ideas clash or interests don’t align can help the project.

Two kinds of conflict exist:

1. Task related

2. Interpersonal

The first is welcomed. It brings diverse views and opinions to the table. Interpersonal conflict, on the other hand, can surface for a simple reason such as personality clashes or can be a sign that something worse is happening.

How to manage conflict varies, but it can take the form of compromising, smoothing, forcing or problem solving. There are times where a person is causing conflixt and that person needs to be taken aside and figure out whats going on with them and coming to a (hopefully peaceful)resolution.

How to do you motivate your team?

Sometimes it can be extremely challenging to engage your team in a creative way that motivates the to complete a task. Individuals who feel a sense of ownership will be more engaged than one who does not.

There are two kinds of motivation. The first is intrinsic. This kind of motivator come from sources within the individual or task and include opportunities for learning and growth, an interesting challenge or working with people that they like working with.

Extrinsic motivators are things whose source is external to the individual or task. Some example are bonus pay, salary increases or promotions. Some people let the money drive them instead of the project, which can damage productivity and quality as all they care about is getting the project or task done as quickly as possible and cash out. There is one exception to when extrinsic motivators can have more influence over intrinsic: its when salaries are so low that the individual can’t afford or maintain a sustainable level of needs, as outlined in Maslow’s hierarchy.

Motivations vary amongst individuals but there is one truth that can be almost guaranteed. Clear, specific and challenging goals are the best tools that a project manager has.

SUMMARY

Good project managers know how to find balance in all the core areas, hold productive meetings, know how to address conflict and motivate their team to do their best work.