Three different people have explained managing a team to me as being about being able to let go of work, to allow the team members to do that work that you would have otherwise done even knowing that that won’t do as good a job as you would have.
I don’t accept that. I don’t think managing a team should be about accepting lower standards. If that’s the mindset of managers across an organisation then the more layers of management the organisation has the greater the cascading of mediocracy. And by the time it gets down to the bottom of the organisation the only quality work happens in spite of the mindset.
So, I’m not going to expect or accept that the people I work with will do a worse job than I would have done. I’m going to expect them to do it better than me. But I’m going to have to find ways to help them with that. That’s what management should be about; making the team stronger, more efficient, more effective, helping them level up.
In Performance Management training to improve my coaching, objective-setting, and team management skills.
I was given some advice about running projects. Just as an electrocardiogram is used for measuring abnormalities in heart rate and rhythm, this ECG helps to ensure the health of the project.
Setting clear expectations for the project, it’s time scales, budget, etc., not only prevents surprises it also gets people to support the project and not be so quick to dismiss it when things go wrong.
Communicating well and often builds confidence in the project. Providing the right kind of information at the right level via a formal means of communication, and talking about the project in an informal way are both vital for getting the message across.
Good governance is essential. And if the decision-makers have clear expectations and have been communicated to well, then they’ll be in a good position to provide good governance.
- have I set clear Expectations?
- have I got clear Communication
- have I got good Governance?
Answer “Yes”, and prevent the project from flat-lining.
Is it managing digital projects (the what)?
Is it managing projects digitally (the how)?
Or is it digitally managing digital projects (the what, how, and maybe even why)?