You probably have a horror story or two about working with an awful
project manager. I knew one such manager who routinely escorted members
of his project team to the restroom so he could launch into a red-faced
tirade about something that didn’t suit him.
Lousy project managers take many forms. Some micro-manage their
teams; others don’t manage them at all. You’ve got egomaniacs,
uncommunicative types, and just plain incompetent project managers.
What do you do if you’re stuck with a lousy project manager?
First, even when it seems like things will never get better, try to
keep some perspective. Projects end, and at some point, you’ll be free
of the person.
In the meantime, you need to take measures to spare your sanity and
ensure that your clueless manager doesn’t torpedo the project. I’ve seen
managers make decisions that tank the profit of a project, then blame
the disaster on the team.
Two other things to remember when dealing with lousy managers: 90% of them think they’re
doing everything right; and, most aren’t tracking the important details
of the project. Knowing those two things can help you keep the project
on track, in spite of the project manager.
Some HR people will tell you that your first step is to hash out the
leadership issues with your project manager. That advice looks good on
paper, but it can be a fast track out the door if your manager is
spiteful.
Instead, consult with your colleagues and mentors (in confidence)
about the impact that the project manager is having on the client
relationship. Maybe you can’t get the work done on time, or the client
is confused about the direction of the project.
Focus on project issues and practical solutions in these discussions,
not the performance shortcomings of the manager. If you do a good job
framing the issues, people will figure out where the root of the problem
lies.
Complaining about a project manager to one of your firm’s bigwigs may
be appropriate in some situations. But it’s possible they will shrug
off your opinion as a “heat of the moment” problem that will clear up
once the project wraps.
If you talk about a threat to the client relationship instead,
people’s ears perk up instantly. So focus on the client and the project
issues, and suggest solutions to the specific problems you’re facing.
You’ve also got to work directly with the manager to keep the project
on track. Be proactive about problems, and be ready with workable
solutions, including the reasons for choosing each one. Use your
thorough understanding of the client’s business and the project to steer
the conversation to a productive place.
If you can show your manager that you grasp the essential issues, you
might find that the manager allows you more autonomy in the day-to-day
project management activities.
Still, it’s possible that none of these options will help. If so,
it’s time to figure out how you’ll finish the project, stay sane, and
avoid working with that manager in the future.
Link: http://managementconsultingnews.com/2012/03/help-im-stuck-with-a-lousy-project-manager/
About Management Consulting Services Gary Simmons
With over 30 years of experience in the automotive industry, Mr. Gary Simmons
formed MCS in 1982 to provide automotive management systems, support
services and pragmatic consultations to car dealerships in the western
US.
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