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People part 2

The other’s viewpoint

People will only respond at their best when they see a benefit to themselves.
The overall outcome should aim for a win / win situation.

If not the other party will feel resentment and motivation will drop.

Many people need guidance and help and many find it difficult to ask.
It will be up to you to find out what your team require in terms of coaching and other training.
In doing this you may find out the true potential of your team by ascertaining their true areas of expertise.
If you know their preferences you may be able to maximise their output.

Focus your attention on the top 20% of your potential future leaders following the Pareto principle.
Remember, that the leader who develops further leaders will multiply their performance considerably.

Everyone makes mistakes.
If you can’t admit yours then others won’t either.
This can lead to the cover up of problems and major issues later in a project.

People want you to speak to them on their level.
Don’t be stand offish. Make sure that you communicate at all levels of your team and the organisation equally.

Others will view you in their own image.
They will not want to see one law for them and one for you.
Lead by example.
Theoretical arguments are great but people often prefer the hard evidence of their eyes.

In many meetings it’s a good ides to find out what the other person wants from the experience.
Knowing the other person’s agenda is very useful.

Know the history of the person within the organisation.
Ask open questions and listen well.
Even ask the person directly what they expect to get from the meeting.

People want to know how they are progressing.
Don’t leave it to the end of the year.
Regular meetings allow you to get to know the person as well as creating an opportunity for coaching and resolving any problems early.

Remember, people are your most expensive resource.
Keep their motivation high.

Future leaders

There are really only two aspects of staff training or development.

  • The training of all staff to maximise their potential
  • Identifying potential future leaders and developing them accordingly

How much can you do as an individual?
Do you work 8 hours each day, or 12 or 16?

Once you have maximised your own personal efficiency you can only create a greater output by working more hours.
This can lead to increased pressures on your personal and family life or lead to a position where you become a workaholic.

The simple conclusion is that you need help!
The biggest help you will have will be people, not equipment or an increased budget.
From this people resource, the ones who will have the most influence over your own career and development will be those who are closest to you.

The best teams have the best leaders.

Using the Pareto principle if you can identify your top 20% as possible leaders then put 80% of your effort there. Get those top 20% to train some of the other staff.

Key leader traits

A good leader will create the right environment for success for his or her staff.

He or she will know how to motivate the staff at his or her disposal.

The leader will have strong connections with the finance department who will in turn influence budgetary control.
The Personnel department will be important for getting good quality staff, so you will need to cultivate good relations.
A good knowledge of planning techniques will be required in order to implement any vision.

Make your self available. If you do this your staff will communicate problems before they get out of hand.
Note that this does not mean you should solve the problems. Your staff should provide the solution with your guidance.

Don’t favour any member of staff, treat everyone the same - this will earn you respect for your decisions but not necessarily popularity.

Seek advice from your staff in order to keep them involved in the decision making process and in similar vein keep them informed of key aspects of their work.

Keep in mind the development of skills for your team this will help instil a sense of responsibility and maintain motivation.