Everyone – from the receptionist to the president – needs to know what kind of a job they’re doing. That’s what performance management is. But unfortunately, performance review has become a one-size-fits-all process – but that’s starting to change.
Multitasking has become a trap for many individuals of lately. The urge to frequently check on mails, mobile alerts, updating software or other applications, having frequent chat sessions with colleagues or even taking up more tasks at a time for that matter, are some activities that have become unstoppable for people. However, the fact remains that these activities are more taxing on our brains and hurts our ability to get things done.
Even the best-laid plans in project management will run into conflicts in several areas, such as conflicts in schedules, personalities, and costs. The best project managers expect, even thrive on, these conflicts because these can be used toward the betterment of the team and the project itself, if and when these are harnessed for their positive aspects. Otherwise, these conflicts can result in the project’s cessation, such as in the case of personality conflicts between the project manager and his team members.
You, as the project manager, have the primary responsibility for identifying the conflicts, including discovering root causes, gathering the team for options, and implementing the best solutions as well as lessening the risks for conflicts derailing the project.
Building trust among the team members as well as between the team members and yourself, as the project manager, is crucial to the success of the project regardless of its nature, scope and duration. Keep in mind that trust, both on the professional and personal level among the team members and manager, is the foundation upon which everybody can contribute in an effective, efficient and productive manner to their overall success. Indeed, it can be said that successful project management starts and ends with trust that everybody is performing as expected and delivering on results as agreed.
With trust in your capacity as project manager, team members are more likely to ask the right questions, contribute to the achievements of the right results, and taking the right risks, all in the interests of pushing the team and its project in the right direction at the right time. By cultivating the right environment for productivity, team members are also more likely to be loyal dedicated and committed to the team and to the project – and these are the traits that not even the best project management software can provide for the team.