A project manager on LinkedIn recently asked what three words best describe project management. Some of the responses I read reminded me of how inspiring and important a project manager’s work can be:
“Make Magic Happen”
“Realizing Big Dreams”
“Successfully Achieving Change”
“Make Unrealistic Happen”
“Make Impossible Possible”
“Create From Nothing”
“Achievement Through Others”
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With teams, it all comes down to this single goal.
It reminds me that behind every great accomplishment is a team of people with someone acting as project manager. Then I read an article by Vincent McGevna called, “The Paradox of Teams,” where he lists 7 important project management paradoxes that “play a critical role in building teams that can accomplish amazing feats,” and I loved his collection of insights for building and nurturing the kind of team that can make the unrealistic happen or the impossible possible:
1. You need your team to work together now, but teamwork takes time. McGevna discusses how many project managers mistakenly assume that arbitrary deadlines and pressure will force teams to work better together faster, but that approach actually results in people working in silos in order to meet the demands placed upon them, which usually means missed deadlines and serious scope issues. He says, “A constant stream of pressure to deliver does not allow individuals to take the time to work effectively with their teammates.”
2. Teamwork is a key to success, but teams are made up of individuals. McGevna suggests, “We cannot ignore the individual as we focus on the team: motivated individuals are critical for achieving a higher performing team.”
3. Teams need individuals to participate, but you can’t force participation. You can’t mandate the kind of participation you need in order to be successful, but you can encourage it through the use of open dialogue. McGevna advises, “When individuals provide schedule estimates, don’t criticize them as being too long or engage in bargaining to reduce the time. Rather, have a dialogue to understand what they mean.”
4. The project team will only commit to a plan they helped create. The best way to get commitment is to involve team members in project planning early. McGevna reminds that, “The success of each individual is measure by team success,” and that’s why “you must share your understanding with the individuals to be sure they understand the planned accomplishments, the expected challenges, and their role in making it all happen.”
5. In trying to prevent the degeneration of a team, PMs often micromanage teams into resorting to individual contribution. McGevna says, “Keep your focus on the big picture, where you as project manager contribute as a team member.” I think it’s really important to see yourself as a contributor to keep the right perspective and ensure that your team keeps working as a team.
6. Your success as a PM depends on the team’s success. Because of this simple truth, you can’t be focused on your own success anymore. Your interest is now in the success of each individual on your team and the team as a whole. And as McGevna puts it, “Just remember to say please and thank you.”
7. The contagion of enthusiasm works both ways. McGevna writes, “a project manager who cannot exhibit enthusiasm will have a hard time energizing the project team.” And you need your team members to be enthused!
You can read McGevna’s entire article here.