Principles of Project Leadership
by Paula K. Martin, CEO, Martin Training Associates
Principles serve as guideposts or beacons that help you stay on course with your project. Let's review six principles of project leadership.
Principle number 1: People own what they participate in creating.
When team members work together to create a project plan and monitor and control the project, they take ownership not only for their own work, but for the project as a whole. This ownership takes the monkey off the back of the project leader and allows him or her to share it with the entire team.
Principle number 2: Team members that understand the project are more committed to making it successful.
When people on a team understand the project—why it's being done, what they are supposed to do, how what they do affects others and fits into the whole picture—they are more effective as individuals and more effective as a team. Understanding can best be achieved through team participation in the project management process.
Some project leaders fear losing control of the project if the team participates. The illusion that you have control when you do something yourself is very strong, but being the sole decision maker or planner for the project doesn't usually produce the best results. Inevitably, a plan created in a vacuum by the project leader is flawed. You're better off focusing on having a structured process for team members to follow so they'll make good team decisions. You can always reserve some decisions for yourself. It's your prerogative as the project leader. Just consider doing it when it will be most effective for the project and for the team.
Principle number 3: People are inspired by what is meaningful to them.
We all strive to create meaning in our lives. To make a project meaningful to the team, you need to connect the project to the strategic goals of the organization. Team members need to know that management supports the project and that the results of the project are important to the organization. If you're saddled with someone's pet project that is not important to the business, you're fighting a losing battle to build a motivated team. Either dump the project or lay it on the line and let the team decide what strategies they can come up with to make the experience as meaningful as possible.
Assuming you have an important project, you can create meaning by involving people in the planning of the project: defining deliverables, organizing the project, doing the risk assessment, identifying the interdependence of deliverables, etc. As people understand more about the project, it becomes more meaningful to them.
Principle number 4: Use team-based tools for planning, monitoring, idea generation, decision-making and conflict resolution so that the team can make good decisions and reach consensus quickly.
Team-based tools allow the entire team to participate in the process whether that involves planning, decision making, idea generation and conflict resolution. Team-based tools provide a structured way for everyone on the team to contribute and to reach consensus on a decision or solution. Consensus does not mean that each person gets his first choice or that everyone agrees with the decision. What is does mean is that everyone agrees that they can live with the decision that has been made.
Principle number 5: Show your appreciation for the contributions of each individual on the team and for the team as a whole.
People are more motivated to perform when they feel valued. When teams are valued, they perform better. Not everyone on a team will feel valued in the same way. However, there are some standard ways in which to value people and teams.
Take time at each team meeting to recognize accomplishments and thank people for their contributions. Periodically solicit their feedback on how to improve the project process. In addition, when significant accomplishments are achieved, take time for a small celebration.
As important as recognition and celebration are, it's equally important for the team to feel you're on their side and if they take a risk, you'll support them. You are the dike holding the sea of outside distractions and obstacles at bay, providing the team with a safe environment in which to work. If you want a motivated team, maintain that dike with your life!
Principle number 6: To build a team you must build and maintain an environment of mutual trust and respect.
Trust takes time to build. Tips for building trust include:
- Honor diversity of thinking, learning and other individual differences.
- Don't make promises you can't keep.
- Keep your commitments.
- Maintain confidences.
- Value each person's inputs and ideas.
- Be honest.
- Use good people skills.
- Use good facilitation skills.
- Eliminate blame.
Although trust is built slowly, it can be destroyed in an instant, and when it has been destroyed, rebuilding trust takes a very long time. Therefore, take the time to develop and maintain trust between you and the team, and between members of the team. If you do something that depletes their trust in you, admit your mistake openly, make amends and ask for forgiveness. That will help you to rebuild your trust account. If you're open and honest, people will allow you a few blemishes. If you pretend you're perfect, they won't allow you a single error.
Try applying these six basic principles and see if they don't make you a more effective leader.
©2003 Paula Martin. All Rights Reserved. Published on ProjectConnections by permission of the author.
Paula Martin is the CEO of Martin Training Associates, a management training and consulting firm. She's the author of seven books including the Project Management Memory Jogger™ and Executive Guide: The 7 Keys to Success. For more information, visit their website: www.martintraining.net. Phone: 866-922-3122.
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