Management: learning from projects

Working on a project by project basis gives great insight to people management and exposes you to a wide variety of hard and fast lessons, as a microcosm might. Over the course of a project you have to manage multiple people’s input, in the process, managing peers, senior internal stakeholders, external stakeholders, and agencies; people who care about the project, and people who definitely don’t. It’s a great training ground for people management as it requires both subtlety and conviction. You have to gain people’s respect, fast, and bring them on a journey, working to a common end that best meets the business need. Creating and communicating plans and progress with clarity is key, while aims, outcomes and performance measures built in at the outset ensure buy-in and foster project champions. The project environment requires immersion, intuition, investigation and analysis and I love asking questions, getting to the bottom of things, interpreting meaning and establishing processes. Working as an ‘outsider’ on projects, or as a consultant, honed my ability to make quick, incisive assessments, determine gaps and opportunities, and establish how to meet and exceed needs with the resources available. I’m quick to engage and bring stakeholders on board, at ease navigating differences of opinion, and good at clarifying direction using reasoned thinking. My managerial style is to listen, engage and empower and I enjoy working closely with cross-disciplinary teams and stakeholders, providing a positive, meaningful work environment where every role is appreciated. So many people who clearly don’t like managing (and who subsequently have no aptitude for it) end up in managerial positions. Be wary of people who’ve climbed the ladder working strictly on BAU.