The “Just One Thing” Series at Management Excellence is intended to provoke ideas and actions around topics relevant to our success and professional growth. Use them in good health and great performance!
My wife informed me that June 4 was officially, “Hug Your Cat Day.” (Who decides this?) While dog lovers everywhere were likely nauseous over this seeming waste of energy, it was a nice sentiment, albeit, one wasted on a creature that would clearly let you know if and when he/she required you to extend a hug. When it was darned well ready of course.
Perhaps a better use of this date and gesture might be to encourage those of us in our jobs and firms dependent upon big things getting done to seek out and either genuinely or metaphorically hug a project manager.
One of the core takeaways my MBA students express after investing 10 weeks immersed in the art and science of this discipline is new found appreciation for the role project managers play in our organizations. Few come into the course understanding the importance of the role; the complexity of the people and process challenges and the nature of the leadership and execution challenges faced by these individuals.
They leave understanding that innovation occurs in the form of projects…as does strategy execution, new product development…new infrastructure implementation…and the reality that almost everything we depend upon to do our jobs originated in the form of one or more projects. They develop an appreciation for the tools of project management…not as magical answers to our problems…but literally as tools to help us get work done.
They also leave the course understanding that project managers are the consummate integrator leaders…working across boundaries, often with little authority but much of the accountability. It’s a role that is perpetually on the hot seat…often with little support.
Firms that get project management use it as a tool to pursue competitive advantage…to spearhead innovation efforts they can commercialize and to ensure they are able to deploy the latest and best technologies to serve their customers and optimize their efficiencies.
In my travels across firms large and small, it’s common for me to encounter situations where the role is poorly defined…the practices loose with little leveraging of the tools and methodologies available to support project success.
And all too often, I find over-worked, under-compensated and under-developed but well-intended people fighting an uphill battle for resources while navigating too many initiatives. Sponsorship and career or skills development are often absent. This is wrong. A great project manager is a difference maker and project competency is critical to organizational success.
The Bottom-Line for Now:
So instead of waiting for your cat to decide it needs a hug, find a way to support your project manager. Work on serving as a better team member. If you’re an executive, figure out what it means to be a sponsor for projects and invest your energy in getting it right. If you’re a manager or someone responsible for project managers, ensure that you are investing in and supporting the development of these critical resources. If you’re firm is operating in an ad hoc mode on initiatives, you are leaving money on the table. Fix this.
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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.