There shouldn’t be a difference. Thinking a project manager doesn’t need people skills is like thinking a doctor treats diseases not people – okay we’ve all met that kind of doctor. Project managers, call them project leaders if you like it better, don’t manage tasks, they manage people who perform tasks.
What causes the perception that project managers need to have a background in the technical field rather than a strong record of project management? Well, I think a big part of it comes from the practice of assigning a strong technical person as a project manager; don’t get me wrong, some of these people do a great job. It’s like working for a manager who was a great sales person – if no one trains them to manage people, they may never learn the difference between closing a sale and coaching a sales person. In placing a technical star in the role of project manager, the thought process seems to be, if you can write great code, or requirements, or any other job, you can manage a project.
Let’s think this through. You can perform a task really well. So you can manage a highly complex project, one that usually requires getting the best out of people who report to someone else; you can manage conflict at all levels of the organization; you can manage the executive team, and you have no problem dealing with people who disagree with the fact the project exists. To help you out your boss sends you on project management courses that teach you how to complete a schedule, and some other documents – all very valuable, don’t get me wrong. I’m impressed with the people who thrive in this environment, they know how to build teams and manage expectations without further training. But, it’s no surprise to me that so many projects fail, when too many project managers are not given the people skills along with the technical skills.
I’ll talk, or post, about this over the next few months. The tips and stories in this blog should help people understand how to take that step out of the frustrating bog of task management into the world of people leadership.
Here’s a communication tip:
People hear and understand things from their own perspective. That means you have to try to find a way to communicate outside your own perspective.
My own preference is to hear the facts and that’s it. If you know anything about the communication colors then I’m a red/yellow – tell me fast, get me excited and don’t waste my time. The problem with that is not all people can absorb the information without the details, or the context (sometimes I have to ask for this after the facts).
As you put together your communication, think about the behaviour of your team members and make some adjustments.
Some people need to understand the details, from A to B to C and on to Z, they aren’t resisting by needing the details, they need them to understand the message.
Some people need to understand the impact on the team, or other group of people, it may seem to be resistance because they will want the details later.
Others will want to hear the visionary exciting statements first.
The trick is to remember you will need to construct a message that will speak to all the communication preferences, and will need to enhance the message one-on-one with some groups.
Please visit my website if you have any questions about practical project management.
