Leadership and Project Management

One of the most interesting questions are often asked about the management of the project is: I need leadership skills to be an effective project manager? And I use the word "effective" with care, because, for me, all project managers have strong effective leadership skills.
This does not mean you can not become a project manager with poor leadership skills, but is unlikely to become an effective project manager.

So what is leadership, and you can teach yourself these skills?

One of the most insightful descriptions of leadership that I read was given to the student-officers in a training camp at Fort Sheridan, by Major CA Bach during the First World War. These men were about to be commissioned and sent to the front in France. Excerpts of his speech follows:

"In a short time each of you men to control the lives of a number of other men ..... When you add your organization you are a voluntary body of men who ask nothing more from you that the quality control of their respect, loyalty and obedience. I am perfectly ready and willing to follow so long as you can convince to have these qualities. When the time comes that they are satisfied not possess them you might as well kiss you goodbye your benefit in this organization is the end in a few days the great mass of you men will receive commissions as officers These fees will not make you leaders; .... They will only make official positions itself in a position where you can become a leader, if you possess the attributes of their ".

In much the same way, having the "Project Manager" title does not make you a project manager or a leader of that project.

"But you have to do well, not so much with men on you, as with the men under you."

I despair when I see the Project Manager who focus all their efforts and communication to senior management and executives of a company, rather than working with their team to achieve the objectives of the project. Especially if they are brought into a project team established - a project manager spends more time with the team with the "brass".

"Men must and will follow into battle officers who are not leaders, but the driving force behind these men is not enthusiasm but discipline. They go with doubt and trembling, asking the unasked question," What will you do after ? "These men obey the letter of their orders, but no more. Of devotion to their commander, of exalted enthusiasm which scorns personal risk, self-sacrifice to ensure his personal safety, know nothing. Their legs carry them forward, because their brains and their training tell them they must go. their spirit does not go with them.

Great results are not achieved by the cold, passive, unresponsive soldiers. They do not go very far and you can just stop. Leadership not only demands but receives the will, without hesitation, obedience and unswerving loyalty to other men, and a devotion to that cause them, when the time comes, to follow their uncrowned king to hell and back, if necessary. "

If you have never worked on a project that has faced a crisis, this will sound very true. Only a cohesive project team with a strong leader who will do anything to be done to "fight through" a crisis and emerge successful. Projects with project managers weak, those who care only for themselves, surely fail.

"You wonder: what, then, leadership is what I must do to become a leader What are the characteristics of leadership, and how can I grow?
Leadership is a composite of a number of quality. I would like to list the most important self-confidence, moral ascendancy, sacrifice, paternalism, Fairness, initiative, decisiveness, dignity and courage.

Self-confidence results, first, by the precise knowledge, secondly, the ability to communicate that knowledge ...... to lead, you need to know! You can bluff all your men, sometimes, but you can not do it all the time. Men do not have confidence in an officer unless he knows his stuff, and he must know it from scratch. ..... And not only should each officer know thoroughly the duties of his position, but you should study those of the two degrees above next to him. "

While in Project Management I do not necessarily believe that the project manager needs to know in detail how to do all the roles on the project, it is important that the project team respects the skills and knowledge of the project manager. Have you ever worked on a project where the Project Manager is clear from their depths? Any project where the team has no respect for the project manager (whether their skills or just in general), trouble will surely follow.

"While confidence is the result of knowing more than your men, moral ascendancy over them is based on the belief that you're the best man. To obtain and keep this up you must have self-control, physical vitality and stamina and fortitude. You have so well in hand, though in battle you may be scared to death, you will never show fear. In fact, if by so much as a hurried movement or a trembling of the hands, or a change of expression or a hasty order hastily revoked, indicate that his mental condition will be reflected in your men in a much greater degree.

In garrison or camp many instances will arise to try your temper and destroy the sweetness of your disposition. If in those moments you "fly off the handle" you have no business to take care of men. To the anger of men say and do things that almost always regret later.

Be an example to your men! "

By definition, a project manager should be someone who is good at controlling not only tasks, but other people and themselves. And what better way to show behaviors and attitudes that are acceptable for your team to show that these alone.

"Self-sacrifice is essential for leadership'll give, give, as long as you give of yourself physically; .. For the longest hours, the hardest work and greatest responsibility are the fate of the captain.

It will give you mentally, in sympathy and appreciation for the problems of men in your office. This mother is dead, and that one has lost all his savings in a bank failure. They may desire help, but more than anything want sympathy. Do not make the mistake of turning such men down with the statement that you have your problems, for every time you do beat a stone foundation of your house. "

A project manager is not only focused on the task, but also on people within the project team. Only one team can be successful, and the role of project manager is to ensure that the project team is working effectively. This means taking an interest in people within the team.

"When I say that paternalism is essential to leadership I use the term in its best sense. Not now refer to that form of paternalism which robs men of initiative, autonomy and self-respect. I refer to the paternalism that manifests itself a vigilant attention to the comfort and welfare of those entrusted to you.

The soldiers are very like children. You can see we have shelter, food and clothes, the better your maximum effort can provide. You can see we have to eat before you think of your own, each having a good read, as may be provided before considering where to sleep. You need to be more solicitous of their comfort than of your own. You must look after their health. You must retain their strength, not asking a pointless or unnecessary work.

And to do all these things you can breathe life into what would otherwise be a mere machine. You are creating a 'soul in your organization who will make the mass respond to you as if it were a man. And that is esprit. "

Taking an interest in the people your project is not a weakness, and not the prerogative of women project managers. Display of true respect for the people in your team you repay in kind, over and over again.

"You can not treat all people alike! A punishment that would have been chased by a man with a shrug of the shoulders is mental anguish for another. A company commander who, for an offense, which has a standard punishment applies to everyone is too lazy or too stupid to study the personality of his men. In his case justice is certainly blind.

Study your men as carefully as a surgeon studies a difficult case. And when you are sure of the diagnosis apply the remedy. And remember to apply the remedy to effect a cure, not only to see the victim squirm. It may be necessary to cut deep, but when you are happy to diagnose your purpose is not to be diverted by any false sympathy for the patient. "

It 's important to follow the poor performance or behavior in what is to follow the great performance or behavior with members of the team. But each follow-up for poor performance should focus on the task and behaviors, not the person. If someone advice regarding improvements needed in their work, you are actually giving them the opportunity to learn and grow. It should not be seen as an unpleasant work.

"Hand in hand with fairness in assigning punishment walks fairness in giving credit. Everybody hates a human hog. When one of your men did a very commendable piece of work to see that he gets the right reward. Turn heaven and earth upside down to get to him. Do not try to take it away from him and hog for you. You can do this and get away with it, but you've lost the respect and loyalty of your men. Sooner or later your brother officers will hear the and it is avoided like a leper. In war there is glory enough for all. Give the man under you his due. The man who always takes and never gives is not a leader. It 'a parasite . "

A true leader is not afraid to share the glory when things go well. Individual recognition for a job well done not only raises the spirit of the individual recognized as such, raises the spirits of the whole team, as they know that the effort brings rewards.

"There is another type of equity - that prevents an officer to abuse the privileges of his rank when exact compliance by the soldiers to be sure to treat them with equal respect build their manhood and self-respect ... Do not try to pull it Down.
Consideration, courtesy and respect for the officers enlisted men are not incompatible with discipline. They are part of our discipline. Without initiative and decision no man can expect to lead. "

Respect is essential in building a successful project team motivated. As project manager, you should have the same respect for the skills and knowledge of your youngest member as you do for the project leaders.

"In maneuvers you will frequently see, in an emergency, certain men calmly give instant orders which later, on analysis, prove, if not exactly the right thing, almost the right thing to have done. You'll see other men in an emergency has been greatly shaken, their brains refuse to work, or give a hasty order, revoke it; give another, revoke that, in short, all indications show that they are in a blue funk.

Regarding the first man you can say: "That man is a genius, he has not had time to think about this thing ... He acts intuitively" Forget it! Genius is simply the ability to take infinite pains. The man who was ready is the man who is prepared.

He must also have the decision to order the execution and follow his orders.

Any reasonable order in an emergency is better than none. The situation is there. Meeting. It 'better to do something and do the wrong thing to hesitate, hunt around for the right thing to do and to end with nothing. And, after deciding a course of action, stick to it. Do not waver. Men have no confidence in an officer who does not know his mind. "

Being able to react coolly in a crisis is a hallmark of a project manager, and an area where I see most people fail. No project will ever operate entirely without problems, the crisis is making the manager.

"You often act without orders from higher authorities. Time will not let you wait for them. Here comes again the importance of studying the work of officials over you. If you have a complete knowledge of the whole situation and can make a ' idea of ​​the general plan of your superiors, and that your previous emergency training will enable you to establish that the responsibility is yours and to issue the necessary orders without delay.

And then I remember the courage. Moral courage is needed as well as mental courage - that kind of moral courage which enables you to adhere unwaveringly to a decisive action, which indicated your judgment is the one most suitable to ensure the desired results.

You will find many times, especially in action, which, after releasing your orders to do a certain thing, you will be assailed by doubts and misgivings, you will see, or think they see, other and better means to achieve the aim sought. You will be sorely tempted to change your order. Do not do it ..... every time you change your orders without obvious reason you weaken his authority and undermine the confidence of your men. Have the moral courage to stand by your order and see through. "

And all this comes down to confidence, and knowing your job.

"Moral courage requires, moreover, that takes responsibility for his acts. If your employees have loyally carried out your orders and the movement is directed is a failure, the failure is yours, not theirs. Yours would be honored had been successful. Take the blame if it is a disaster. not try to move to a subordinate and make him the goat. This is an act of cowardice. "

Responsibility, both personal and for the overall project is critical. Even when a project failure is caused by a member of the team, the Project Manager is responsible, as they are in control of the team.

"In addition, you will need the moral courage to determine the fate of those beneath you. You will frequently be called for recommendations for promotion or demotion of officers and noncommissioned officers in immediate command.

Courage is more than courage. Courage is courage - the absence of fear. The minimum dolt may be brave, because he lacks the mentality to appreciate his danger, do not know enough to be afraid.

Courage, however, is that firmness of spirit, which represent the moral backbone, while fully appreciating the danger, however, goes on with the business. Courage is the physical, mental and moral courage is. It may be cold all over, your hands may tremble, the legs may tremble, knees ready to give way - that is fear. If, however, go further, if, despite this physical defection you continue to lead your men against the enemy, you have the courage.

The physical manifestations of fear will pass. .... We must not give way to them. "

While we are extremely unlikely, as Project Manager, to meet ever the type of these cadets were afraid to face, there may be times on a project where you need the courage to recommend or follow a particular course of action.

"Use judgment in calling on his men for the display of physical courage and bravery. Not ask any man to go where you go. If your common sense tells you that the place is too dangerous for you to venture on it is too dangerous for him. You know her life is just as important to him as yours is for you. "

In today's work environment, I would draw the parallel with long working hours. We all aspire to a reasonable work-life balance, but there will be times when on some additional projects, and sometimes extraordinary effort is required to meet a particular milestone. Just make sure that your request is not unreasonable, is not something you do alone, and that members of project teams are rewarded later for their extra efforts.

"And finally, if you aspire to leadership, I urge you to study men.

Get under the skin and find out what's inside.

Some men are very different from those that seem to be on the surface. Determine the functioning of their mind.

You may not know your opponent ........ But you can know your own men. You can study each one to determine where it has its strength and its weakness, that man can be relied on for the last gasp, and which not.

Know your people, know your business, know thyself! "

These fundamentals of leadership are so important in business today as they were in 1920, when written. I leave you with one last quote from Napoleon Hill on the link between leadership and initiative.

"And what is the quality initiative is that it requires very rare, indeed pushes - a person to do what must be done without being told to do one of the peculiarities of leadership is that it is never found in those .. who have not acquired the habit of taking the initiative Leadership is something you need to invite, but it will never thrust itself upon you. " - Napoleon Hill 1928

If you want to read the speech of Major in the middle, I have reprinted the speech on ManageThatProject.com .......