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Project Manager : Project Manager Aug Sept 2013
www.aipm.com.au Project Manager 19 theme that is required in the skill set of every successful project manager. "Emotional intelligence, trust, strong communication skills, engagement of stakeholders, cultural and organisational awareness, the ability to motivate and in uence teams and self-awareness." Sharpe concurs and notes the selection of an e ective project manager needs to be made on more than one dimension: "We all know of someone who's technically brilliant, but you'd never let him or her manage a team -- unless you like riots," he says. "Emotional intelligence begins with self-awareness -- for example, the ability to say, 'I'm in a cranky mood, I'd better watch my reaction to bad news in the meeting' -- through to active awareness of others. e ability to watch for cues of team members' comfort and motivation is one example of how a good project leader can detect issues and improve his or her support." A lack of emotional intelligence, on top of being a missed opportunity to create a strong, accountable, motivated team, can also be destructive. "Stakeholders who feel steam-rolled -- intentionally or other wise -- start underground resistance movements," obser ves Sharpe. "How could that possibly help project outcomes?" Building better leadership Simonelli says that if individuals want to better themselves as leaders they must start with their level of emotional intelligence and self-awareness. " is means identifying the emotions in yourself and others and understanding how you can e ectively deal with people to reduce negative hostile issues prevalent in projects." Simonelli says that an obstacle to this learning is that some individuals shy away from tapping into their emotional awareness, which they mistake for weakness. "It's not about weaknesses, it's about identifying where your skill sets lie and har nessing them for the good of a project." Sharpe believes that if you want to become a better leader, you need to be willing to change your attitudes and behaviours. But, he adds, it takes "repeat attention and a reasonable commitment to do so". One of the most useful tools Sharpe says he has discovered is a book by the former director of astrophysics at NASA, Dr Charlie Pellerin, titled How NASA Builds Teams. Pellerin identi es eight simple leadership behaviours, all easily visible, so that peers can anonymously assess each other's leadership capacity. No amount of self-re ection calls out your actual leadership e ectiveness. Peer feedback powerfully directs your attention to areas where your leadership can be better," Sharpe explains. Baker recommends emulating the greats. " e best thing I did was model myself on people I thought were great leaders, and who inspired or in uenced me. "Another thing was seeking them out and talking to them. You can learn a lot from a conversation with someone and people are always happy to share in an area that is of interest to them." Coaching is also important to help develop leadership skills. (
Project Manager June July 2013
Project Manager Oct Nov 2013