Essential skills for effective project management and team leadership

Business Project Management

Project Manager Key Skills

Project managers have multiple responsibilities within the organization. The demand for qualified project managers continues to rise in an ever-changing marketplace. One of the most important skills or characteristics that a project manger needs to have is "good people skills" (Decarlo, Lewis & Wysocki, 37). This is because project mangers usually have much responsibility but typically have little direct authority over the people they may be guiding on their project teams (Decarlo, Lewis, & Wysocki, 2001).

Because of this it is important that project managers have the ability to read people and have the ability to adapt their behavior in a manner that will work best with team members effectively. If a project manager is able to do this he or she will have more ability to exercise "influence, persuasion and negotiation" on team members (Decarlo, Lewis & Wysocki, 2001).

For a project manager to perform the tasks required in a project management position, which include delegation and supervision, a project manager has to not only understand team members skills and abilities but have the ability to assess what members of the project team will work well together and identify potential problem areas, whether in the form of communication or skills development (Decarlo, Lewis & Wysocki, 2001). The ability to read and understand people will help a project manager work more closely with team members. An adaptable and flexible project manager is more likely to have the ability to work with diverse populations of people, a necessary job function of a project manager in any environment.

Project Managers and Delegation

Project managers have multiple responsibilities including: providing a supportive environment, offering mutual respect among co-workers and teams, providing an organized and flexible environment to work in, establishing an honest and trustworthy working relationship, building teams and delegating responsibilities (Decarlo, Lewis & Wysocki, 2001). Of these project managers often have the most difficulty with delegation.

Often it is difficult to delegate tasks because project managers fear they will lose authority over a project and that team members will not act in a manner that will facilitate appropriate goal achievement or objectives (Decarlo, Lewis & Wysocki, 2001). Many project managers feel it is there duty to take control of a project without realizing that part of effective project management involves delegation. Fortunately effective delegation can occur when a project realizes that it is his or her role to oversee a projects activities and assure that a project team meets their goals and objectives.

A project manager can effectively delegate tasks by recognizing the unique skills and abilities that each individual team member possesses and deciding what tasks he or she can delegate effectively. Once a task is delegated it is still the role of the project manager to ensure that each task is accomplished correctly and within the specified time frame. Delegation can easily occur once a project manager realizes that delegation does not mean relinquishing authority over a project.

Project Managers, Sexual Harassment, Racial Issues and the Link to Poor Communication

In many cases sexual harassment cases can result purely from a lack of clear communication. When either racial or sexual harassment occurs in the workplace it is vital that managers investigate the causes and take immediate action to resolve the problem. The best way to handle this type of situation is through direct communication with both the harasser and the supposed victim.

Achampong (1999) points out the EEOC (Equal Employment Opportunity Commission) recommends that clear communication be established to help prevent and address harassment of any kind in the workplace. A lack of communication often causes misunderstanding.

Lack of understanding or failure to report unwelcome conduct often also results in harassment (Achampong, 1999). For example, someone may engage in behavior in the workplace they feel is merely friendly. They may for example hug their coworkers upon greeting, as may be customary given their cultural background. However another employee may see this as harassing, and accuse the individual of sexual harassment. In this case a clear lack of communication has occurred. Not only did the one individual misinterpret his coworker's intent, but the worker may have also failed to communicate the notion that this behavior was not welcome.

It is vital that project managers establish clear guidelines for what is and is not appropriate behavior in the workplace. This will often help prevent harassment of all kinds. Employees must feel comfortable expressing what activities and behaviors they are comfortable and not comfortable with, and the project manager must create a work environment that feels safe but also embraces diversity. Clear and open communication between project managers and team members and among team members themselves can help facilitate an environment free from harassment.

Turning Groups Into Highly Effective Teams

There are many technical and administrative aspects necessary for project management to be successful, however these aspects are less important than building strong interpersonal relationships in the project management environment. A good project manager can transform a group into a highly effective team only after he or she proves their trustworthiness, shows mutual respect for all team members and provides a sounding board for people to relate to; a project manager must do this while also leading a team (Decarlo, Lewis & Wysocki, 2001).

Hansen (1995) studies the progress of transforming groups into teams in the computer industry. The researcher suggests that for a project manager to create a cohesive team the project manager must be able to create and maintain authority but also construct the group into a team by strengthening the "sense of team identity" (Hansen, 103). This can be accomplished by structuring the team in a way that reinforces authority but also ensure the project manager understands the social and group dynamics necessary to create a cohesive team. The key to this is written and oral communication between coworkers and the team lead or supervisors (Hansen, 1995). Project team meetings should also be held regularly that ensure that every member of the group is clear on project goals, time constraints and that all questions are addressed and all activities coordinated between all group members.

Teams must work together to analyze problems or situations that arise within the context of a group project, and project decisions must be explained in a manner that is not confusing or unclear (Hansen, 1995). There are many informal ways a project manager can ensure a team remains cohesive, including routine meetings, status reports among all members of the team, through regular group interactions and communication and through one on one communication with team members (Hansen, 103). Teams should also work together to negotiate key issues so everyone will interact in a smooth manner working in a "linear fashion" toward the project goals and objectives (Hansen, 103).

How Threats Create A Cohesive Team

Significant threats, including those imposed by war or natural disaster, often bring team members together into a cohesive unit, more so than at other times. Teams come together when faced with significant threats such as this because they are uniting under a common cause and condition; typically the threat puts each member equally at risk, and team members recognize the importance of pulling together as a unit to overcome a natural disaster (Green & Knippen, 1999). The source of cohesiveness is often recognition of a common threat and common goals and objectives, namely to overcome the particular threat.

Once a threat has passed team members may either remain cohesive or fall back into dysfunctional patterns. Much of this depends on the actions of the project manager. If the project manager treats all similar threats and projects in a similar manner, namely unifies the team under a common goal and objective, then it is likely that the team will remain cohesive. This is particularly true when a team is working together after a major disaster or circumstance, because team members often form close ties and bonds with one another while the threat of danger is imminent.

The lines of communication are more often open under these conditions, fostering and environment that is much more likely to foster trust and honesty in communications and relationships. If a project manager can maintain this sense of trust and honesty in the future, a team will remain efficient and effective for all projects to come.

References:

Achampong, F. (1999). Workplace sexual harassment law: Principles, landmark developments, and framework for effective risk management. Westport: Quorum Books.

Decarlo, D., Lewis, J.P. & Wysocki, R.K. (2001). The world-class project manager: A

professional development guide. Cambridge: Perseus Publishing.

Green, T.B. & Knippen, J.T. (1999). Breaking the barrier to upward communication:

Strategies and skills for employees, managers, and HR specialists. Westport, Quorum Books.

Hansen, C.J. (1995). "Writing the project team: Authority and intertextuality in a corporate setting." The Journal of Business Communication, 32(2): 103.

Kreitner, R. (1995). Management, 6th ed. Boston: Houghton Mifflin.

Leslie, W.R. & Byars, L.L. (1995). Management skills and application, 7th ed. Chicago:

Irwin.