One topic that does not come up very often with PMs is how
to manage one’s peers. Yes, we have discussions about managing the project team
and managing one’s managers or “managing up.” You may ask, “Why should I be
concerned with managing my peers? Don’t I have enough to do managing my project
team?” Well, yes you do, but if you want to be an effective manager, you have
to manage your peers. This brings me to my favorite PM, Bob.
Bob is on a team of PMs that implements software for a
specific industry. Bob has been an implementation PM for most of his career and
has capitalized on his successes and accumulated a good list of lessons learned
from his few project failures. Bob understands how to manage his project team
and is aware that he must also manage up. However, what he has learned lately
is that he must also manage his peers. Not so much in the way that PMs think of
management, but in the sense that he must keep himself informed of other PMs’
issues and problem projects. Why? Because Bob has learned that being successful
may mean that you can “inherit” other PM’s failures and be unfortunate enough
to be the “go-to PM” for the wrong reasons.
So how does Bob manage his peers?
Bob suggests a monthly lunch with the other PMs
Bob sees that some PMs on his team are not as successful
with their projects. So Bob suggests a monthly lunch with his PM team to
discuss current projects and issues. He suggests that the PMs do so without
management in order to get everyone’s objective and unfiltered opinions without
fear of reprimands. (We all know that some of us do not express the complete
story of one’s project in a general PM meeting with management in attendance.)
What Bob is trying to do is get the unfiltered issues out in
the open for all PMs to comment on. Bob sets some ground rules for the PMs.
They are:
·
Confidentiality
·
No personal judgments
·
No back-stabbing.
Bob helps other PMs as best he can
Bob also knows that at times a personal touch is necessary when
a PM is having issues with a particular project. If Bob’s schedule allows, he mentions
to the PM that that he is available to provide one-on-one advice in confidence.
Unless management has made the suggestion, Bob ensures that these personal
discussions are kept private, as he does not want to be seen as the “snitch.”
Nor does Bob want to be seen as the “shoulder to cry on” PM. He wants to be
seen as the PM who can help, within limits of course, and as the PM that has
staff management capabilities.
Bob ensures that management is aware of his efforts
With the exception of in-confidence discussions, Bob ensures
that his management team knows that he is involved and is invested in the team’s’
success. Bob is discrete but visible to
his management team for a reason. Bob shows that he can be trusted by his
fellow PMs and that he is a knowledgeable PM that everyone goes to for
suggestions and help. This increases Bob’s worth as a reliable PM and a future
manager of PMs. You see, Bob not only believes in the open door management style
but also believes in the “open mind” management style. Bob has heard many times
the old saying, “What good is an open door, if you have a closed mind.” Bob has
been at the wrong end of an open door and closed mind philosophy and it is one
of his lessons learned.
Bob also ensures that the other PMs know that their problem
projects are still theirs. They must lead their project to success. Bob can make
suggestions and in extreme cases even lend a helping hand. But the PM on the
project bears the responsibility for their own team and issues.
Bob is successful in his organization because he understands
the “rules of engagement” when it comes to managing his peers:
·
Suggest an informal PM meeting without
management
·
Ensure that management values his input with
other PMs
Bob is looked on by his peers as a person who
can be trusted as well as a resource for project management and Bob does not
want to have “red” projects dropped into his lap because the current PM on the
red project is not seen as the PM who can complete the project. I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.
The key take-away I got from this good post is that it is very important to manage the >>relationship<< you have with your peers. A strong relationship with your peers creates valuable allies in your manager role.
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