When was the last time you stopped and thought about how you come across to others?  As project managers, our personality types (yes, I'm making a sweeping generalization here, but I'm doing so only to make a point) and even our roles put us at risk of giving off some pretty disconcerting vibes. 

Our get-it-done, take-charge, goal-oriented, passion-for-success tendencies can come across as too full-of-ourselves.  As we gain experience, we can tend towards complacency and forget to take the time to become familiar with the particulars.  We run the risk of focusing more on the project or the plan than the people.  When we stand rigidly by our tools and techniques or speak our PM- jargon, we sometimes look a little foolish.  And our control-freak natures can cause us to come across more intolerant than we really mean to be.

Here’s a quick list of unfortunately common impressions our customers and stakeholders have of Project Managers, tied them together with a catchy little acronym.  Together, let’s commit to being on the lookout for the impressions we’re making, and try to keep an active AUDIT of the vibes we’re giving off, so we can self-correct and continue to grow the discipline favorably.

A …Arrogant – As project managers, we have a dangerous tendency of coming across as a bit full of ourselves.  The “PM swagger” turns in to a cocky strut that others perceive as our thinking we’re better than anyone else.   Check your vibes for any hint of arrogance.  Confidence, optimism, and even self-assurance are healthy, but when we cross the line into overconfidence or too much self-reliance, we alienate our teams, and without our teams, we cannot be successful.

U…Unprepared – The more experience we gain, the easier it is to rely on our background to get us through.  We start to get lazy about digging into the details.  We forget to take the time to understand the political spheres around our project and how they interact.  Let’s not lose sight of the fact that each project is unique, and we need to be prepared for the particulars of each situation.  Trusting our instincts and relying on expertise and experience are good things, but not when they cause us to go barreling in without taking full stock of the specifics at hand.

D…Disinterested – Project managers are often perceived as being good at the science of time, scope, and cost management, which is great.  But too often, we’re perceived as bookish and technical, rather than intuitive and personable.  If we spend too much time focusing on the project plan, the budget, or the status of the project itself, we run out of time to focus on the people.  Those who surround us are each individuals with lives and stories to tell.  The success of the project will come more easily when we take an interest in the people involved with it.

I…Idiot – I’m sure you take issue with this one, and I don’t blame you – I do too.  But when we use our incomprehensible project manager-speak so often that it sounds like we’re hiding behind it, or when we talk to our sponsors or teams one too many times about the tools or techniques we project managers hold so dear instead of the real business value or issues they are passionate about, we’re chipping away at the confidence others have in us.  Before opening our mouths or hitting “send” on any given electronic communication, we need to stop and evaluate how well we’re communicating that we truly understand the business need.

T…Tyrant – We are by nature, I’m afraid, control freaks.  We like to manage things, to be in charge, to have control over what happens and how it happens.  When we forget that this is our natural tendency, we run the risk of coming across as totally inflexible.  Influencing, persuading, leading – these are all good things, but let’s not allow them to morph into dominating, brow-beating, or dictating.  As project managers, let’s focus less on “managing” and more on carrying water, moving boulders, and being servant leaders.

When was the last time you thought about how you were coming across to others?  Take a quick AUDIT of how others perceive you, and take the opportunity – as soon as possible – to self-correct.  It’s in all of our best interest!

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Kent McDonald has urged agile PMs to move boulders instead of throwing pebbles. Cinda Voegtli has some sound advice for Getting Relevant to Get Results as a project manager. Don't forget the power of management by walking around either. move boulders