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Three leadership behaviours of successful project managers

 

Project managers are examples

 

Project managers, whether they think of them as examples or not, act as the figurehead of their teams. Because of this, every action they perform (good or otherwise) is amplified by their teams and embraced as what is acceptable. Clearly, it’s important that project managers demonstrate the behavior they themselves hope to see throughout the team they manage. Andrew Makar shares in this post three leadership behaviors that project managers should strive to demonstrate to their teams. They include:

  1. Demonstrate a drive for results
  2. Demand the truth
  3. Demonstrate courage

 

The truth leads to success

 

It might seem like a rather dramatic list, but each is remarkably important for project managers to possess. The second item in particular plays a huge role in the success or failure of a project team:

In order to making the best decisions, project managers need to know the real issue or risk affecting the project. Effective project managers need to demand the truth from their teams and then present the truth to their management and peers. Minimizing problems and hiding issues with colorful explanations doesn’t help the project team or the project manager succeed. By asking team members to explain the status in basic terms without corporate rhetoric or political spin, the entire team will benefit.

Courage (in the case of the final point) isn’t just about being brave when things are going well. It also means having the courage in admitting when things are going wrong, and asking for help when it’s needed. This kind of courage can turn around a bad situation or at least get everyone on the same page as far as what’s going on.

Read the full post  here: http://www.techrepublic.com/blog/tech-decision-maker/three-leadership-behaviors-of-successful-project-managers/

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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