Let’s continue on our trek. . . . .
3. You’ve got a Swelled Head
Dealing with stakeholders and corporate management requires self-assurance, but all too often, bright managers are cocky, strong-willed, and overconfident. Project managers with big egos tend to overlook little things, or things they deem insignificant. Swelled heads can lead to missed opportunities, when information about those “little things” ceases to flow through the project team.
Even well-intentioned managers can be hurt by their egos. The worst kind of arrogance is the type that covers up insecurities. Why? Managers with this particular failing, squirrel away information as a power play, releasing only half-truths or partial facts so they remain in control of their team – but again, leading to missed opportunities for the project and the company. And even worse, they have a hard time accepting blame or admitting errors.
4. You’ve got No “Heart”
Cowardly lions need not apply. Most executives have their fair share of basic integrity, but a project manager needs enough “heart” to stay the course under pressure.
To some extent, a PM’s job is to reign in their star performers. This fortitude to expose potential problems takes “managerial courage”; in other words, having the mettle to “do the right thing.” It’s more than just speaking up; it’s having the confidence to fix things, too.
5. You’re Too Content with the Status Quo
Letting things brew and dealing with them later is an approach best confined to a Starbuck’s Mocha Latte; it’s certainly not the mark of a successful project manager. Sometimes taking the initiative with a problem means stepping out of the manager’s role to become, for example, an estimator, a scheduler or WBS creator.
6. You Don’t Care Enough about Company Operations
Project managers have to understand what’s behind the numbers. They need to become counselors and advisors. Worthy PM candidates don’t view management as an isolated function, they see past the numbers to explore how a project can help usher in business improvements.
A prospective PM needs to dig into the lessons-learned from previous projects. If the manager is still learning about business, the learning curve is already too long. A PM candidate hoping to join the club should be more of a teacher than a student.
(I’ll finish up in a day or two)