Guiding Force

We asked the project management community:

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FOSTER ENGAGEMENT

“I always go back to the leadership fundamentals of educational psychology and practice positive reinforcement. When projects don't allow for all team members to attend project status meetings, I invite the main players, plus I invite one or two of the lower tiers of the team, rotating through. I've had good feedback that merely being acknowledged and encouraged to participate makes my team members feel valued and appreciated.”

—Stephanie Reed, PMP, project manager, major projects, Thermon Inc., San Marcos, Texas, USA

SHOW SUPPORT

“Every situation as a project manager is an opportunity to build your people skills and become a better leader. Practicing your people skills will help sharpen those leadership instincts. Sometimes you fail, but next time you will be able to fix your mistake, and you will become a better self-learner and leader. I also try to lead by example. That means getting my hands dirty. Team members will follow you if you show them that you are actively involved in the project and their particular tasks.”

—Fernando Remolina, PMP, director, projects planning and control, Astivik Shipyard, Cartagena, Colombia

TAILOR THE TEACHINGS

“A project manager can't get caught in a one-size-fits-all leadership style, which is why flexibility is the name of the game. Your leadership skills must serve everyone's needs. I was introduced to servant leadership during my military service. Since my project management career started 10 years ago, it has taken years of practice and patience to build those servant leadership skills. It also requires deep self-awareness, such as understanding and accepting my own strengths and weaknesses.”

—Jason Wasserman, production system and supply chain lead, Americas, Heraeus, Hartland, Wisconsin, USA

BOOK IT

“Leaders are readers. Good books can show you ways to develop as a leader and professional. Reading also helps you widen your area of expertise, which gives you the ability to respond in almost every project situation you face day to day. I make sure I always create free time to read because the knowledge and insights I gain always pay off in the long run.”

—Stanimir Sotirov, director of operations, Visrez, Dublin, Ireland

What's your biggest project pet peeve—and how do you try to fix it?

Email responses to [email protected] for possible publication in a future issue.

SEEK FEEDBACK

“Getting regular feedback and coaching from my key sponsors is one way that I build leadership skills. Having a mentor accelerates my development. By getting regular feedback and mentoring from leadership experts, I will know if I am getting more proficient. As I prepare for my feedback or mentoring sessions, I rate my leadership skills and give examples to support my rating. During the session, my mentors share their rating, and we discuss if there are gaps.”

—Michael Alcarde, PMP, program manager, Teradyne, North Reading, Massachusetts, USA

MEET AND GREET

“I maintain my leadership skills through active volunteering in PMI, followed by face-to-face networking and engagement. For me, volunteering is a source of knowledge and growth that helps build leadership skills. I meet so many different people from backgrounds, industries, cultures, ages and experiences. It's a great way to become more aware of myself and the impact my leadership can have on others.”

—Yasmina Khelifi, PMP, senior project manager, Orange, Paris, France

EXERCISE TRUST

“I've grown as a leader through teaching group exercise classes each week. I stand in front of strangers and have to win their trust, their attention and their desire to stay with me for the workout. Being a leader means creating a safe space for participants and working at the pace they need. I encourage them when they are performing well, give feedback or motivational cues when they can exert more, and I'm able to read the nonverbal cues that the people give me so I can change things up if needed. At the end of class, I make myself available to talk with participants and listen to their experience—be it good or bad.”

—Rebecca Hernandez, PMP, senior IT project manager, technology services and solutions, County of Santa Clara, San Jose, California, USA

Next-Gen Leaders

In a disruptive business environment, there's a need to develop new leadership capabilities. These are the most unique skills and abilities needed:

	81% Lead through more complexity and ambiguity
	65% Lead through influence
	50% Manage on a remote basis
	47% Manage a workforce with a combination of humans and machines
	44% Lead more quickly

Source: Global Human Capital Trends, Deloitte, 2019

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