Good Leader? Why?

Here’s the shortest leadership survey you’ll ever take:

    1. Did you stick with a person who got you to do something you didn’t want to do?

    2. If so, why?

If the answer to Question 1 was “Yes,” the person is a leader. If the thing was a good thing, the person is a good leader, in both senses of the word.

Question 2 is a different matter. You didn’t want to do it, but you did. This person got you to act against your preference. And you didn’t regret it later, at least not enough to turn away from the person. There’s a lot going on here.

'I Hate Mistakes'

People who hate mistakes are dangerous people.

They rarely come right out and say they hate mistakes, but the markers for the attitude are obvious anyway. If you’re a manager, you can’t afford to ignore them.

When mistakes happen – as they inevitably do – the most devoted mistake-haters tend to react ferociously. Not only do they strongly, instantly distance themselves from any association with the problem, but they come down hard on the designated perp. That person can expect blunt and unforgiving condemnation.

How to Handle Conflict

Conflict in the workplace is a very personal thing, and it can be frightening, paralyzing. We live comfortably with differences, and we can handle disagreement. Conflict, though, is a dread.

When belligerence erupts in my face, directed very personally at me – with no doubt that I am the one deserving of condemnation, contempt and insult – I burn with humiliation.

Project Politician

The project manager is the designated expediter of unrealistic expectations. That calls for superb political skills, and an extra gear for creativity.

If this thing is a real project, the stakeholders with the hammer – the ones high in the sponsoring organization – are sure there’s a pot of gold somewhere in that fog of uncertainty, and they’re often impatient for the project manager to deliver it to them.

They are both the investors and the customers of the project. You can’t expect them to pour unlimited resources into the effort, and it’s not their job to figure out how to get the desired result. But they sure do want that payoff.

Conflict

The very idea of conflict is awful. It causes discomfort, sometimes pretty intense discomfort.

 If I give in to a contentious person, or back off because I don’t want to get into an argument, I feel like dirt afterward – the doormat syndrome. Anyone who witnessed the attack and defeat/retreat may well sympathize, but they often lose respect for me anyway.

The Second-Best Motivator

 Other than one’s own self, there is no workplace motivator more powerful than good management.

Good people love to work for good managers, and their work shows it. Not-so-good people may or may not go for good management, but it is their best hope of support for improvement.

What They Don't Tell You about Stakeholders

I’d love to meet some of Andy Crowe’s Alpha Project Managers, the ones who perform so superbly at this most difficult of professions.

Can they really be so calmly proficient? Are they really so good at command and control over all those battering and befuddling problems that entangle most of their peers? Are they superior beings?

Andy’s organization, Velociteach, published the Alpha study of 876 project managers and their associates. The subjects provided input and information that turned up the 18 project managers who were highlighted in the Alpha Project Managers book. It is spot-on for what it does, but there’s an underlying reality that it touches upon only peripherally.