Trust me, I'm a Project Manager.

The PM's battle for the middle ground and how you can help!

In a job where you have all the responsibility, accountability but surprisingly little control, its perhaps no wonder that the emotion I encounter most from project managers is ?

f r u s t r a t i o n

Cursed with delivering on tactical objectives but too often left out of the strategy and planning phase, many PM’s find themselves in the awkward position of delivering on an agenda they are:

A – have not had a handle in the foundations

B – required to influence and inspire functions that 'always know best'

Inspiring teams to deliver on objectives when you only have half the story can be a real challenge.

Teams are quick to sniff out issues and any whiff of a lack of conviction/authenticity can rapidly eat up engagement and motivation.?This creates a double squeeze for the PMs in question, who are often left stuck between a rock and a hard place and just not feeling it, ya know?

Is it any wonder then, that with demand for PM’s at an all-time high, many companies are left with a hard to fill void at the heart of critical projects?

Some companies take a short-term approach to tackling this by chucking money at the problem in the hope it will go away.?However, if money is your only answer, you’ve already lost the dressing room.?All it takes is for a higher bidder to come along and you’re screwed (again!).

Instead, check out our three short, medium, and long term tips to make sure your PM’s are armed with everything they need to deliver!

They say a problem shared is a problem halved, so when challenges arise, make time to lean into your PM’s concerns.?What’s the word on the shop floor? Where is the push back? By regularly prioritising time to listen (no matter how busy you are) your PM will feel supported, respected, and way less likely to leave! ?Trust us, taking time out of your week may feel painful, but nowhere near as much as losing a critical staff member at an even more critical time!

PM’s instincts are usually good and should be ignored at your peril!?Is your PM fully bought into the likely success of the project? ?If not, why not? ?Maybe what seemed a great idea during strategic planning falls down when it comes to practical execution? Usually down to engagement from the business. Instead of crossing your fingers, trust your PM’s gut to forewarn you of issues and encourage some pre-emptive problem solving!

Communication builds trust.?Research shows that people are far more willing to commit to actions they don’t agree with if they have:

A - Had an opportunity to share their concerns

B - Their concerns have been noted and taken seriously

C - They understand WHY a certain decision has been made. ?

The heady days of expecting people to just ‘get on with it’ are gone.?

Share everything you can with your PM and their team. ?

Giving PM’s the fullest possible understanding helps them to lead authentically and make better decisions on the fly.?

This keeps issues above ground where they can be more easily dealt with AND translates into higher engagement, not only for the PM’s but the teams they support.

Above all, remember where your PM sits … right smack bang in the middle … with buckets of untapped potential and a unique perspective well worth listening to.

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