I recently called a friend and colleague, and a terrific project manager, to talk about a project she was running. I was hoping that I could cover her experiences in this blog. But, she threw me a curve ball by announcing that she was retiring in a couple of months. So, I thought why not examine her legacy by asking her current and past colleagues to describe her strengths, weaknesses, and capabilities as a project manager over the years. She said OK. The result is this post, The Infallible Project Manager.
How did Myra more achieve such an amazing record of success? According to the feedback from her colleagues, there were eight traits that she demonstrated consistently over the course of her career.
The Infallible Project Manager traits of Myra:
- Rapport–Myra took an interest in everyone she worked with, not in a nosy way, just empathetically. She was interested in their families, their roles and activities at work and outside, their strengths, likes, dislikes, skills, aspirations and passions. She believed it helped her build more engaged and productive teams and more satisfied colleagues. And besides, that’s just who she was.
One project she managed was very dependent on a talented technology architect. He was skilled at the conceptual, building diagrams and models to pave the way. Unfortunately, he hated documentation. So Myra paired the architect with a business analyst who was great at probing and questioning and loved presenting findings in words and pictures. The two, working together, were an amazing success.
- Inclusive leadership–Myra was an inclusive leader. She believed the whole had to be greater than the sum of the parts. She was always searching for the matches and combinations that would multiply performance. She made sure to recognize and celebrate individual and team successes. She applied situational leadership, respecting individual skills and capabilities and providing support based on need. She managed with cultural sensitivity.
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- Practice the science of project management, leverage the art–Myra applied project management fundamentals as a matter of course. Estimating, scheduling, tracking, reporting, issue, change and risk management were ever present core practices. However, she recognized they were necessary but not sufficient for overall success.
She also focused on the art of project management. She made sure that her projects were a source of individual and collective enjoyment and growth. She encouraged everyone to have fun, in team forums and one on one. She’d often say “Congratulations! That is worth 3 tangerines” and hand out the tasty fruit for individual or collective achievements. Most often she’d hand out healthy tokens but occasionally she’d use jelly beans. Interestingly, her teams would adopt the practice, with her and with each other.
- Stakeholder relationships–Myra worked with the key project decision makers based on a shared commitment to the goal and a shared understanding of how that would be achieved.
On one occasion, a young whippersnapper was brought in, replacing a seasoned executive with whom she had a great relationship, to “shake things up” from a business standpoint. Initially, the new executive wouldn’t give Myra the time of day. Fortunately, she found some common ground at a corporate event shortly after his arrival. Apparently, his niece was an opera singer. She knew opera. He loved sports. She knew about his favorite sport. “Go through my admin” became “Here’s my cell number. Call me directly whenever you need to chat”. That relationship proved to be especially productive.
- A role model –Myra’s mantra was “together we succeed”. She was always focused on walking the talk. If she asked people to go above and beyond, she tried to be there with them, if not in body, at least in spirit. If she asked people to work evenings or weekends or holidays, she tried to be there as well, at least for a portion. She always followed up on progress and results with a phone call, email or text. And she always offered thanks for their help and sacrifice.
- Emotionally intelligent– The feedback from Myra’s colleagues universally praised attributes that could be described as emotional intelligence. She was always self-aware. She was highly motivated and goal oriented. She fostered healthy relationships. She was empathetic. She was adaptable. She was open to suggestions, praise and criticism. She was knowledgeable on a wide range of topics and a passionate learner. She worked with trust and integrity. She was always positive. When a problem or challenge arose, instead of placing blame, she would find a solution and help everyone learn from the experience.
- Intelligent communication –Myra recognized that effective communication was the foundation for a successful project. She made sure her messages were precisely targeted and timely, at the level required. She communicated verbally, in writing, through social media, and on technical platforms, as the needs dictated. She made sure her body language reinforced her message. She always tried to be inspiring, to be open, honest and transparent, and with humor when appropriate, often self-deprecating.
Also read: Why to become a project manager
- Discipline– Finally, Myra’s colleagues noted how tenacious and disciplined she was in her personal and leadership lives. She was relentless in her pursuit of lean, mean project performance. Her attitude was always how can we do this better, faster, cheaper, with less risk, with a greater return. However, far from being a burden, her teams rose to the occasion. They thrived. They loved the challenge, the pursuit of better ways.