An imperative facing executives in all organizations is not only to embark on a quest to manage project management processes, but also to create a “green” environment that encourages project-based work.  When these elements are in place, the organization is better positioned not only to survive but to prosper, even in difficult times.  These elements require that leaders eliminate pollutants and “toxic” actions that demotivate project managers and their teams.  It also means that those people on this path search with unrelenting curiosity for leading practices.  A “leading practice” is a process, action, or procedure that has not yet gained recognition as a best practice but it shows great potential as a better way to optimize results from project-based work.  When these practices are revealed to you, it requires that you be prepared to take action.

A toxic element might be managers who barely understand or appreciate the project management process, and they make demands or decisions that are short-sighted.  A green element is leaders who engage their people in open discussion, and possible dissent, to determine the best way to proceed on a complex project.

 

Give Me Respect

Senior managers often insist on doing things their way, even though they are new to that position or portion of the business. One time I was being pushed to become a technical expert on a project I was managing, because the senior manager thought that is how to earn respect. I argued that a project manager’s responsibility is to drive the overall process and get issues resolved, not try to second guess the technical experts. We did not resolve our disagreements in the initial conversation but agreed to keep each other informed as the project progressed.

At one point during the project he criticized me for a change we made. I explained that the project team discussed the change thoroughly and agreed it was necessary to get past problems from the past. It took courage and passion on my part to push back against the manager who was only acting upon inputs from others, not his own experience or knowledge. I had the strength of the whole team, the soundness of our deliberations, and my own belief that this was the right thing to do acting in my favor. The manager backed down.

Throughout the project I consistently applied sound project management practices and achieved success. It was this success and consistency in actions that gained me respect. He and his manager, who both had been project management illiterate, came to recognize that the project manager position makes a unique, valuable contribution, because they witnessed how masterly the discipline can be applied. I got difficult projects done and in ways that went beyond their own knowledge. I kept the manager informed of what I was doing so he would not be surprised. I also made sure that I had his support, in a general sense of direction, via regular communications. This approach had the additional benefit for me of avoiding micromanagement by the manager because he respected my contributions.

This somewhat painful process accomplished a shift from toxic to green.  The organization gained a long-term valuable outcome through the process that was created.  When time came for me to move on, a manager told me, “At first it was not intuitively obvious to me what you were doing.  Now I see that you applied a very powerful and productive process.  I’m not sure I can find somebody to replace you.”

An executive imperative is to recognize these talented individuals in your organizations…and get out of their way.

Take-Aways

• Recognize toxic elements that detract from organizational performance. 
• Identify green elements that engage people using their innate talents.
• Take the initiative to apply your talents, even when the environment is not ideal.
• Engage in a relentless pursuit of leading practices…and for people who can apply them.

Randy Englund
www.englundpmc.com

Comments

It sounds like you are saying that 'green' is good and 'toxic' is bad! While this is true, does not 'green PM' refer to a consciousness about the environment?

Yes, John, "green" is good and "toxic" is bad! I'm referring to the realm of interrelationships among people in a working environment. See my further explanations in a comment to the post on "What Shade of Green Are You?"

Randy Englund
Englund Project Management Consultancy, http://www.englundpmc.com