A source of tremendous frustration with project and program leaders is that we try and be helpful by doing things the way we think is best; and planning on delivering the outcome we know they (the client, sponsor and the person paying the bills) should want.
I love projects. I love the sense of mission. I love the focus.
I love seeing something finished. I love delighting sponsors and clients. I love that I get to start new things over and over in different places and with different people. My favourite thing of all is righting a listing project, getting everything humming and seeing the people thriving.
Congratulations! You just won a new assignment that involves a lot of responsibility in a high profile situation. You’ll probably be tempted to immediately apply the full spectrum of your skills and experiences, so that you can figure out the right path forward.
I’m going to assume that you are pretty near a genius. Your colleagues tell me that you are incredibly talented, and that you have insights that awe them. Nearly always, you are three steps ahead of everyone else.
Typically, I’d say, getting to know people is critical, and that it’s done best face to face.
But it’s not always possible.
We just accepted project management responsibility for a large global initiative in which everyone works both virtually and separately. No two people sit together and yet there are over a hundred people on the project.
Many (well okay, many, many) years ago at the start of the ‘redundancy revolution’… (note this is how I refer to the practice of making people redundant, which is most often dressed up as making roles redundant, but from the get-go was used to remove people whose face, for one reason or another, no longer fitted).