A highly visible, interactive management style is not only essential to building and sustaining cooperative relationships, it also allows project managers to utilize their most powerful leadership tool—their own behavior. Often, when faced with uncertainty, people look to others for cues as to how to respond and demonstrate a propensity to mimic the behavior of superiors.
A project manager’s behavior symbolizes how other people should work on the project. Through her behavior a project manager can influence how others act and respond to a variety of issues related to the project.
Leading by Example Behaviors
To be effective, project managers must “walk the talk” (see figure below ).
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Six aspects of leading by example are discussed next.
Actions speak louder than words. Subordinates and others discern project managers priorities by how they spend their time. If a project manager claims that this project is critical and then is perceived as devoting more time to other projects, then all his verbal reassurances are likely to fall on deaf ears.
Conversely, a project manager who takes the time to observe a critical test instead of simply waiting for a report affirms the importance of the testers and their work. Likewise, the types of questions project managers pose communicate priorities. By repeatedly asking how specific issues relate to satisfying the customer, a project manager can reinforce the importance of customer satisfaction.
Through their actions project managers can convey a sense of urgency, which can permeate project activities. This urgency in part can be conveyed through stringent deadlines, frequent status report meetings, and aggressive solutions for expediting the project.
The project manager uses these tools like a metronome to pick up the beat of the project. At the same time, such devices will be ineffective if there is not also a corresponding change in the project manager’s If they want others to work faster and solve problems quicker, then they need to work faster.
They need to hasten the pace of their own behavior. They should accelerate the frequency of their interactions, talk and walk more quickly, get to work sooner, and leave work later. By simply increasing the pace of their daily interaction patterns, project managers can reinforce a sense of urgency in others.
How project managers respond to problems sets the tone for how others tackle problems. If bad news is greeted by verbal attacks, then others will be reluctant to be forthcoming. If the project manager is concerned with finding out who is to blame instead of how to prevent problems from happening again, then others will tend to cover their tracks and cast the blame elsewhere.
If, on the other hand, project managers focus more on how they can turn a problem into an opportunity or what can be learned from a mistake, then others are more likely to adopt a more proactive approach to problem solving.
How project managers act toward outsiders influences how team members interact with outsiders. If a project manager makes disparaging remarks about the “idiots” in the marketing department, then this oftentimes becomes the shared view of the entire team. If project managers set the norm of treating outsiders with respect and being responsive to their needs, then others will more likely follow suit.
Standards of Performance
Veteran project managers recognize that if they want participants to exceed project expectations then they have to exceed others’ expectations of a good project manager. They establish a high standard for project performance through the quality of their daily interactions. They respond quickly to the needs of others, carefully prepare and run crisp meetings, stay on top of all the critical issues, facilitate effective problem solving, and stand firm on important matters.
How others respond to ethical dilemmas that arise in the course of a project will be influenced by how the project manager has responded to similar dilemmas In many cases, team members base their actions on how they think the project manager would respond.
If project managers deliberately distort or withhold vital information from customers or top management, then they are signaling to others that this kind of behavior is acceptable. Project management invariably creates a variety of ethical dilemmas, and I promise to tackle this topic in more detail in the near future.