The words “project manager” conjures up images of Microsoft’s Project or Oracle’s Primavera into most peoples’ heads.
Think: Gantt charts, communication plans, project charters, hours upon hours of spreadsheets, and documents being turned out that only a few will read and fewer will actually enact. All of this instruction emanating like some kind of life force, from this “command and control” ivory tower, where the almighty project manager resides. This is also why, when you say, “I’m a project manager” it’s not uncommon to hear the question, “What program do you use?”. This is a serious misunderstanding of a project manager. It’s also how a project manager would function in the workplace of the past, such as where Peter Gibbons worked in the 1999 Comedy, “Office Space”.
This is a world of TPS reports, cover sheets, bureaucracy, and command and control style leadership. There’s no relationship, no inspiration, and no tangible purpose for Peter’s work. In Peter’s words, “every day is the worst day of my life”. On the other hand, Bill Lumbergh (the boss), absolutely loves it. He’s in control of the team, taking home that fat paycheck, and all he has to do is worry about TPS reports. At least that is all his team know of what he does and in later interviews this is all but admitted. Bill’s biggest concern is when he will next get to hit a golf ball around on the company dime.
This is the type of environment where you would hear, “I don’t even know what my boss does!!” repeated on the regular. While he is a functional manager, not a project manager, the “command and control” type project manager perfectly aligns with Bill’s view of leadership.
How effective is a project manager whom is not also a leader? What makes a successful project if you can track the data and output performance reporting metrics, but you cannot inspire and influence the team to continuously improve and implement change? Will your team just continue tracking along with bad performance numbers if you cannot influence and inspire them to make positive change? Probably…
I’ve written about many aspects of successful leaders; ones that calmed nerves and inspired the team, held regular 1:1 meetings to build relationships, gave meaning & purpose to peoples’ jobs, to those who challenge appropriately while creating a safe place to fail. These leaders were stronger than “command and control” leaders can ever be, in every way. Studies are continuing to show that this is becoming more and more important in the 21st century. You have to inspire and motivate by serving your team’s needs in order to reach your desired outcomes.
These principles stay constant at all levels within an organization. As a leader, you must lead your people to this with empathy and understanding of their position, while helping them imagine the world of the future.
Leadership and management cannot be separated. You can have every system and process in the world, implemented perfectly, but without great leadership NOTHING functions well. Metrics will illustrate poor performance, you will be able to identify what is causing it, and the project manager can tell people about it until he or she turns blue in the face, but will never find success. Therefore, the skills of a project manager must be supplemented by strong leadership. For more thoughts on what this means, visit: