In March, we introduced the “4 Rules of Leadership.” This month we are following up on that post. Service industries and government agencies often bestow the title Project Manager on front-line employees who supervise the delivery of services to their customers or clients. And in virtually every large organization you’ll find legions of people who serve, routinely or occasionally, in the capacity of a Project Manager to satisfy some specific internal or external need.
The Project Manager is a special kind of leader – directing an ad hoc team to achieve a defined objective while adhering to a well-defined set of policies, within a framework of constraints (a budget, milestones, etc.). Recognizing the unique circumstances of project management, we have adapted the “4 Rules of Leadership” to address the leadership role of the Project Manager (PM):
Rule #1: Authority and accountability go hand-in-hand.
As a PM, you have been entrusted with the authority to act on your employer’s behalf, to expend corporate resources, and to foster corporate relationships with clients. This means you are accountable for the outcome of every project-level decision, effectively using those resources, and advancing your employer’s reputation. Use your authority judiciously, and hold yourself accountable for the results.
Rule #2: Technical quality is essential – but so are scope, budget, schedule and client expectations.
An aircraft pilot can’t merely focus on air speed; the plane’s direction, altitude, fuel level and myriad other variables must be controlled as well. Similarly, as PM you are personally responsible for meeting all contract requirements (and not going beyond that scope), delivering the project profitably and on time, and ensuring the client and other stakeholders are pleased with both the product and the process.
Rule #3: Communicate! Communicate! Communicate!
A well-informed stakeholder is always happier than one who is left wondering what’s going on. Confirm your project team understands your expectations, milestones and constraints. Make sure the client is aware of the team’s progress. Engage your supervisor in providing the resources necessary for your success. Verify all other involved parties have timely, complete and accurate information for their needs.
Rule #4: Bad news does not get better with age.
Every project will encounter unforeseen complications; the measure of an effectively managed project is how well the project team mitigates or recovers from those difficulties. Your client’s perception is your employer’s reality. Failing to promptly identify and report a problem will merely increase the perceived severity of the matter, reflecting poorly on you as the PM, on your project team, and on your employer.
Rule #5: Safety and Integrity are non-negotiable.
Regardless of any other measures of success, the project is a failure if it results in a serious injury. In the same way, your employer – and you as the PM – will have failed if an ethical or legal breach occurs. If you have any doubt – ANY DOUBT – discuss it right away with your supervisor, legal counsel, or a corporate officer before allowing any action that might compromise one of these non-negotiable principles.