It’s all too easy for a project manager to become isolated and technocratic. Yet we know that, to succeed, you need to communicate effectively with your team members, and foster cohesion among your stakeholders. You must move from being an efficient textbook-following project manager to a trusted leader.
How can project managers evolve into effective leaders capable of motivating others?
How can you better connect with stakeholders, clients, and team members, to tackle even the most challenging projects? To answer this question, we will first use a fictional example, inspired by real-world experiences. Let’s imagine that a team has been tasked with working in tandem with a third-party web hosting service provider with the intention of migrating away from an existing shared hosting platform. We will examine two possible outcomes: both directly associated with top-down team leadership.
Scenario One: Poor Management and No Leadership
Our first scenario represents a caricature of an old-fashioned project manager. Unfortunately, however, this is still a reality within many modern workplaces.
The team does not feel that it is being led by an empathetic leader. Individuals are hesitant to express their concerns, as they feel that their observations may fall upon deaf ears. They would rather muddle through the project while hoping that the outcome proves favorable. Motivation is low and, as a result, the chances are high that problems that could have otherwise been easily surmounted will appear throughout the project.
We recognize this as a lack of psychological safety and leadership from the project manager.
Scenario Two: A Well-Oiled Machine
In our second example, we imagine that the project manager in question has already developed a working rapport with all team members. Communication channels are streamlined, and questions are addressed in a timely fashion.
People feel confident that raising concerns will result in a serious discussion, without blame or recrimination. When the team encounters a hurdle, they work together to overcome it, thanks to a sense of loyalty, fairness, and transparency. The team itself is greater than the sum of its parts.
We recognize this as the presence of psychological safety and leadership from the project manager.
Scenario 1 to Scenario 2: The Move from Project Manager to Trusted Leader
How can you ensure that you make the shift from scenario 1 (or something like it), to the ideal of scenario 2? In this article, we’ll cover:
- Project Management Versus Leadership: Appreciating the Differences
- The Role of Emotional Intelligence in Making a Project Manager into a Trusted Leader
- Eight Routes to Transition from Project Manager to Trusted Leader
- Mistakes to Avoid Along the Way
- Concluding Thoughts about the Transition from Project Manager to Trusted Leader
So, let’s begin…
Project Management Versus Leadership: Appreciating the Differences
Both the situations mentioned above are realistic, and the chances are high that readers may have already experienced a taste of each. This highlights an extremely important point that can be summarized in a single sentence:
There is a massive difference between project managers and project leaders.
Power Skills vs Bottom-line Management
So, where do we begin? Perhaps the main takeaway point involves how team members view the people in charge of their projects. I’m not referring to dedicated project management skill sets, or indeed a wider knowledge of the technical or commercial aspects of the project. These are topics for another article. What I’m interested in here are the psychological and emotional traits that this individual possesses. Not long ago, we’d have called this the ‘soft’ side to project management. Now, we use the term ‘Power Skills’.
Project Managers are necessarily concerned with the end results; the delivery of their projects. They place a massive amount of importance upon the so-called ‘bottom line’ – in project management, this is the benefits (or value) we deliver.
This type of management tends to focus on metrics such as budgets, the completion date, the possible commission structure, and the responsibilities of each individual member. To be clear, there is nothing wrong with this approach. These quantitative skills are vital, and they represent a significant portion of the overall equation. The problem here is that this is only one side of the proverbial coin.
Emotional Intelligence
Back in the late 1990s, Daniel Goleman introduced he professional world to the idea of ‘emotional intelligence’. He concluded that people with high ‘Emotional Quotient’, or EQ, are much more likely to develop effective functional relationships with their subordinates. They proactively instill confidence and motivation. They are aware that morale is an essential part of the larger equation. And, they realize the crucial role of transparency.
Simply stated, they become part of the team. They no longer represent mere figureheads tasked with putting together the pieces. They have become true leaders. Check out our article, Emotional Intelligence: The Secret to Being an Excellent Project Manager.
The Role of Emotional Intelligence in Making a Project Manager into a Trusted Leader
If you are not familiar with emotional intelligence, here’s a primer.
While there are several definitions, we can distil the concept into a principle that should already be familiar. Emotional intelligence refers to those who are able to understand their own emotions and those of their teammates. They appreciate how to foster positive relationships, and they are always oriented toward the goals of the group. They are open to criticism (when warranted), and they actively encourage others to express their concerns.
What do all of these traits share? From the perspective of a project manager, they help to build confidence:
- The confidence the team members have in the project leader
- Self-confidence in the team members about their individual and collective capabilities
- Confidence of project sponsors, clients, and other stakeholders in the project manager and their team
A team that stands behind the skills of its leader is much more likely to perform at optimal levels. Furthermore, members no longer feel as if they are mere cogs in a machine. They represent invaluable assets, and their skills are appreciated. The benefits associated with these perspectives should already be clear.
Eight Routes to Transition from Project Manager to Trusted Leader
Now that I’ve contrasted the primary differences between a project manager and a team leader, the next question should already be apparent. How can new project managers integrate these traits described into their current leadership strategies? We will break the process down into eight discrete suggestions.
1. Birds of a Feather Flock Together
Believe it or not, the ultimate success of any team is often inevitable, well before the project itself gets started. This is when the importance of building a qualified team comes into play.
We can think of each team member as a single piece of a larger puzzle. Whilst you want excellent individuals on your team, what matters is making the team work well, as a whole. I am a big proponent of the adage to
‘Hire for attitude: train for skills’.
It is the team leader’s responsibility to ensure that individuals are qualified for the task. That may mean selecting the best people. But, more often, it means training and giving opportunities to the learn, to the people you have.
Build a coherent team and value the people you get. Switching members during an active project can cause a significant amount of disruption.
2. Be the Change You Want to See
This is another way of saying that a project manager should lead by example. You need to embody the values that you want to see among your team. Creating a culture is at the heart of leadership.
If the team is under pressure and you need them to stay late, make it a point to roll up your sleeves and stick with them. If there is nothing you can do, functionally, offer to help out with small tasks and errands, like coffee and snack runs. Your job is to help the team do its job. This is a leadership mindset, known as ‘Servant Leadership’. We have a full article, How Servant Leadership Can Deliver Better Results from Your Project Team.
Tere will be glitches and mistakes along the way. When this happens, avoid defaulting to a search for blame. ‘Blame is for god and small children,’ says the character, Louis Dega, in the film Papillon. Managers who focus on solution finding and ignore blame allocation will not only move their project on faster, but are more likely to engender loyalty over time; yet another way to ensure success.
However, organizations can rarely be weaned off the concepts of credit and blame by a single inspirational leader. So, my tip is simple: credit all success to your team, and take all the blame on your own shoulders.
3. Give Credit Where Credit is Due
Ego is a divisive aspect of many professional workplaces. After all, everyone wants to be praised for a job well done. Despite what I have said, leaders can often be tempted to take credit for the efforts of other members. This can quickly lead to dissatisfaction. Human beings are wired for fairness, and we are acutely aware of even minor injustices. There can be times when a grievance arising from unjust treatment can lead to complete team breakdown… to the point where it is incapable of completing a project.
To avoid this undesirable scenario, always make it a point to praise others when appropriate. Part of a leader’s job is to catch people doing good work and recognize them for it. Not only will this lead to an increased sense of cohesion, but individuals may begin to work harder, eager to obtain recognition.
4. Actively Listen to Team Members
Another example can be used to cement this next point. The late Steve Jobs was known for his rather strict approach to leadership. Although this may have benefited Apple from a financial perspective, it also served to alienate many skilled professionals who might have very well been able to contribute more to past projects. It took Mr. Jobs a long time to learn how to actually listen to his employees.
Good team leaders are great listeners. They are willing to keep an open mind; even if they do not necessarily agree with what other members may have to say. Another benefit here is that others are more likely to express their concerns about a relatively small issue before it evolves into a major problem.
We all think we know how to listen for the simple reason that we know how to hear. But these are different things. So I have a short course called, ‘I Beg Your Pardon… The Power of Listening’.
[THUMBNAIL]
Communication makes up around 80 percent of the work of any manager and leader.
This makes listening your single most important skill. So in this course, we’ll look at why this is true and seek to understand what listening really is.
But at the core of this powerful course, we’ll learn something nobody ever teaches at school, despite being so valuable… How to really listen.
And we’ll close by tackling the three main challenges every listener faces.
What you will learn
- Why listening is important
- How dialogue works
- The different levels at which we listen
- How to listen well
- How to deal with the challenge of your mind wandering
- How to deal with the challenge of external distractions
- How to deal with the challenge of the silence after they stop speaking
5. A Level Playing Field
Another trait of a well-rounded team leader is also associated with fairness. Always make it a point to avoid favoritism – or any hint of it.
However, this does not necessarily mean that everyone should be treated the same. Performances should be judged based on individual talents, inherent strengths, and weaknesses. This will demonstrate transparency, and others will appreciate such an unbiased approach.
Furthermore, you can base your leadership styles on the different needs of each individual, in each different situation. This is much better than a one-size-fits-all approach.
6. Never Shy Away from Failure
Even the most experienced teams will falter from time to time. Take a moment to think about the following failed ventures:
- The Ford Edsel
- The Google Glass headset
- New Coke, released in the 1980s
- The ill-fated release of the Amazon Fire Phone in 2014
- The 2011 HP TouchPad
To be clear, there is little doubt that these products appeared promising on paper. There is, nonetheless, a wide gap between conceptualization and reality. Let’s also remember that every one of these ventures was launched with the help of (at least) one team within each respective business.
Humility goes a long way. The best leaders understand that they are not immune to making mistakes. Once again, this demonstrates their human side. Failures are a part of taking on something new and innovative. What matters is how you respond to them, and the lessons you take away from each experience.
7. The Role of Empathy
‘Empathy’ is yet another psychological term that helps distinguish leadership from management. It involves the ability to see past one’s own perspective, and to appreciate the views of others, even if they might not resonate with your own, or with the goals of the wider team.
Compassion is another part of this enviable trait. Project Managers focus on results. Project Leaders understand how discrete personalities may react differently to the tasks they are required to perform to achieve these results. Compassion allows you to care about the impact of circumstances on a person. A simple example from my time leading a small team under extreme pressure to deliver to a deadline has stayed with me.
A colleague had recently become a father for the first time. The impact on him and his new family of working late was significant, and he asked to be allowed to leave work early, rather than remain with the team and work late into the evenings. I was keen to make this work for both of us, and we agreed on the fair amount of work he needed to deliver (and quality standards) for each day. He chose to skip breaks and work through lunch to get home early. I got the work I needed.
Empathy is a complex skill to develop, and while not easy to quantify, it can work wonders in terms of establishing long-standing professional relationships.
8. Invest in the Futures of Your Team Members
Even the biggest and most complex projects will eventually come to an end. What happens immediately after you (and your team members) have delivered to your client, customer, or sponsors? Will you simply shake hands and walk away? Might you instead choose to proactively invest in the futures of those members who truly stood out? The answer here is simple.
Product releases, sales targets, and conversion rates will come and go. A loyal team member represents an invaluable asset. Those who demonstrated their value represent an asset in your bank of professional relationships. You may not be able to retain them as future team colleagues. That might not be right for them or for you.
But, by supporting their learning from the experience and their transition to an excellent next role, you build and strengthen a long-term relationship. Focus on making their transition smooth and offering valuable feedback that can help them develop professionally. Check out our article, Team Member Leaving Your Project? Here’s How to Handle It Smoothly.
Mistakes to Avoid Along the Way
Although the eight suggestions above should be clear, there are nonetheless times when it’s easy to make mistakes. What are some of the ways in which you can avoid these pitfalls? Here are some professional suggestions to keep in mind:
- Always try to maintain an objective perspective when evaluating your leadership skills. Make time to self-assess regularly and to reflect on what you are learning from both your successes and your failures.
- Be sure to clearly define your role as a leader, as well as what it is that your team will need to achieve. And then review your assessment from time to time, particularly as your project goes through significant changes or transitions from one stage to another.
- Never be afraid to accept feedback – and even take criticism; this is part of the learning process. Receive it as a gift and reflect on what you learn, rather than look for excuses or blame.
- Maintain an open mind at all times, especially when tackling unfamiliar problems. Trust that other team members will have good ideas that, while different from yours, may be equally valid and maybe more effective.
- Do not allow your ego to drive decision-making. Your role is to deliver your project. And that means serving the team that will do the work. A service mindset is an excellent approach for a leader to take.
- Proactively address any interpersonal conflicts as soon as they arise, and avoid favoritism.
Concluding Thoughts about the Transition from Project Manager to Trusted Leader
To conclude, an analogy can help to reinforce the points mentioned throughout this article. A strong project leader is not simply a figurehead. They are like the conductor of an orchestra. Team leaders are able to appreciate the unique roles that each member plays, and they have the ability to hear the melody above the noise. Leaders likewise ensure that each player works together in a harmonious fashion to produce quality music. This is a far cry from project managers who are often concerned with nothing more than short-term results.
Please note that this is only a brief overview of what it takes to become a successful team leader. Do not hesitate to perform additional research when required, as a wealth of information is available online. Whether you are a novice or a seasoned veteran, there is always something new to learn.
What are Your Thoughts?
And, of course, I welcome your thoughts and questions in the comments below. As always, I will respond to every one of them.
