10 Things That All Great Project Managers Do
Ambiguous marching orders or confusion lead directly to mistakes, repeated processes and blown deadlines and budgets.
They give directives because they know how to get the job done. They don’t resort to wishy-washy qualifiers such as “The higher-ups told us to do this ….”
Because there’s always “noise” in workplace conversations, they immediately know which facts are important to the project and which aren’t.
Frequent market and logistical shifts demand the constant adjustment of the game plan. While due diligence is necessary, paralysis through over-analysis will drag down a project.
They know the goals and pain points of every team member and stakeholder. That’s because they’re great listeners first, and skilled speakers second.
This doesn’t mean incessant meetings. It speaks to knowing when each project cycle merits productive exchanges.
Like a great football coach, they design their play book according to the distinct talents of their players, as opposed to forcing round pegs into square holes.
Because without it, they recognize that they have no credibility and, thus, will earn no real commitment from their project teams.
They realize that team members will judge them by how they lead through adversity much more so than during the good times.
Sure, deadlines and budgets matter, as does exceeding stakeholders’ expectations. But this can’t come at the expense of driving team members into the ground and burning them out. Great project managers think long-term.