Project ManagementRisk Management

Effective Nagging: The Fine Art of Project Management

Is a project manager’s sole role in the company to nag those working on their team? It certainly seems that way on most occasions. In an article for PM Hut, Kim Wasson outlines her experience as a project manager and outlines what it was that she actually did.

How to Poke and Bug

In truth, yes, what it all boils down to is that a project manager nags for a living. Risk analysis, leadership, reporting, planning, and understanding requirements are all the cookie-cutter answers to the question, but in retrospect, a manager’s top priority is to instill in their team what is deemed valuable by nagging.

While learning the art of nagging, Wasson made two major realizations: the project manager is often the only one who actually understands the project plan and how every moving part fits together, and there is a fine balance between nagging so that the team understands and does not want to suffocate the manager in their sleep. It is essential to remain assertive, because too often people will not answer questions until they feel as though it is vital they do so.

With most art forms there are secrets to a perfect execution, and in the case of nagging, the secret is persistence. Wasson will begin the nagging journey with a non-confrontational email. The following day and every day after that until the task is accomplished, she will call the person to inquire how the task is coming along. The unrelenting but pleasant phone calls tend to encourage the individual to make whatever the task is a priority.

Who knew that nagging would be the key to unlock success?

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