Increasingly, the work of organizations is completed in the form of projects. Strategy is executed in projects. Innovation efforts take on the form of projects. Quality improvement efforts start-out as projects. Even planning the company holiday party qualifies as a project, albeit, a particularly stressful one.

Understanding the discipline and tools of project management is now de rigueur for professionals with any intention of growing in their careers. Whether you are an individual contributor, a functional manager or an executive, it’s great to understand the issues, challenges and practices of delivering projects.

However, when I take a close look at project teams that struggle (and too many do), it’s generally not the misapplication of project management tools or practices that are at the source of the problems. Most often, it’s the absence any visible form of project leadership.

Consider: project teams are generally temporary groupings of individuals with different skill-sets but a shared interest in creating something unique. Often, these individuals have little experience in working with each other, and while they might share an interest in the outcome, it’s dangerous to assume that this group will magically or easily coalesce into a functioning unit capable of navigating all of the issues that arise on teams and with projects.

The Project Manger/Leader is responsible for guiding this team from selection and assembly through the murky woods of learning to act, decide, learn, argue, resolve, create and execute together. And for an encore, they have to coordinate the phases of the project, the use of the tools and the communication and coordination and general herding of cats necessary to move the team forward and keep the stakeholders appropriately informed.

The most successful project leaders I’ve encountered are lifetime students of human nature, relentlessly focused on engaging the hearts and minds of their team members and forming a team environment where the landmines surrounding human interaction can be safely navigated.

These individuals take the time to cultivate their leadership and coaching skills. They develop confidence in delivering tough feedback and they work hard to create visibility for and support the development of their high performing team members.

And along the way, they create remarkable value for their firms, rescuing troubled projects and safely guiding even the most challenging of these activities to success.

The Bottom-Line for Now:

Remember to put the “Leadership” into your firm’s project work. If you’re a project management professional, invest in your leadership skills development and put the tools to work to strengthen your performance and your team’s performance. If the project culture in your firm is more informal, remember to bring the leadership focus when it’s your turn to plan the holiday party or plan that new market launch.

This blog was originally published at artpetty.com. Published with permission.

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