As a project manager, you’ve probably been a part of this conversation before:

“So, what do you do?”

“I’m a project manager”

“Oh, so you do schedules and status reports and  stuff.”

“Um, yeah, but I also manage the actual projects. From inception to delivery. All of it.”

“Yeah, but you’re not a PEOPLE manager, right? Nobody reports to you…
Right?”

<<awkward silence…>>

“Oops, time for my weekly team meeting. Talk to you later!”
Seriously?! How many things are wrong with that conversation?

I don’t know about you, but I’ve heard this conversation one too many times, and it’s inspired me to try and clarify what is really involved in being a project manager.

With time, it’s  been really rewarding to see a shift in people’s mentality and a growing appreciation for what we do.

Still, I see this question of “Are you a people manager?” come up all the time.

Most project managers are not officially people managers, meaning they don’t have people who report directly to them (unless you manage a group of project managers, or, in rare situations, the project team members report directly to you).

However, as anyone who’s expected to tried to get a team of people to deliver
a specific result
within a limited amount of time
and with limited access to people and resources knows:
Managing a project is ALL about managing people.

So, do people report directly to you?
Probably not.

Are you a manager of people?
You  bet your milestoned project timeline you are!

Realizing this can mean the difference between being an influential mover and shaker, and the person your project team runs away  from when they see you walking down the hall.

Create project success!
The following are 3 steps you can take today towards better people management, and ultimately, a better team environment:

1. Realize your POWER:
   Even in the most “traditional” of work places, as a project manager you were probably  hired to have a vision, and to have a voice. You should feel empowered to communicate and suggest your ideas for how things can be better for your team and thus for the project.
2. LISTEN:
   Really listen to your team members and to what they are saying. Give them confidence in you by listening to what really lies behind the mumbling and grumbling.
   A team member’s reluctance to cooperate may come from a valid concern about the direction in which the project is going, or from an understanding of little-known risks of a certain technical implementation. Engage in one on one conversations with team members exhibiting this kind of behavior, and instead of trying to control the conversation, listen with an open mind.
3. Create CONNECTIONS:
   In an increasingly complex, multi-cultural, cross-regional team and project environment, it is crucial to find a way to connect with your team members. All of us are human, and it’s easier than you may think to find a common ground and break down the walls of resistance.
   In my experience, there are 2 types of connections you need to create
   1. Connections Between Yourself and Your Team:
      It’s important to create and maintain genuine relationships and connections with your team in order to be a true leader.
      In some cases, however, you will not see eye to eye with a team member, and your personalities may simply not be compatible. This is normal. Instead of focusing on your differences, though, focus on that team member’s contribution and knowledge, and realize that you can still (and should!) create a mutually respectful relationship with them based on an appreciation of each others’ merit.
   2. Between Your Team Members:
      Even the best of teams have moments of contention, and although being a master of conflict resolution can work in your favor, you should aim to empower your team members to resolve their conflicts amongst themselves.
      Third party interventions (i.e. YOU sticking your nose in every issue that comes up between team members) create a dependency on you when the going gets tough. Encourage a better team dynamic, and everyone will benefit greatly from being able to resolve issues without your help every time.
      Bring people together when you can, encourage conversation, make team members aware of each others’ merits, and foster a positive team environment.

So take a look around, and realize that even though you might not be a “people manager”, you actually really are. Making people feel valued and heard can create an environment of success.

Now go love your team!