The ancient Greek aphorism, “Know thyself,” inscribed on the Temple of Apollo at Delphi, holds profound wisdom for project managers in the modern world. It’s not just about understanding your strengths and weaknesses, but also about actively seeking feedback and understanding the values of those around you. This self-awareness is the foundation upon which successful project leadership is built.
A crucial tool in this journey of self-discovery is the 360-degree feedback evaluation. Imagine standing in the centre of a circle, surrounded by your colleagues, managers, and team members. Each person provides feedback on your performance, offering diverse perspectives on your strengths and areas for improvement. This feedback, like a mirror reflecting your professional self, can be incredibly valuable in identifying blind spots and highlighting areas for growth. Perhaps you excel at communication but need to work on delegation, or maybe your team appreciates your problem-solving skills but finds you a bit too reserved. These “nuggets” of insight, gleaned from a 360 review, can be invaluable in shaping your development as a well-rounded project manager.
But self-awareness goes beyond individual introspection. It also involves understanding the values and perspectives of your stakeholders. Think of it as building a map of your project landscape, where each stakeholder represents a unique landmark with its own characteristics and needs.
Here’s a breakdown of the key players in your stakeholder universe:
- Sponsors: These are the individuals or groups who champion your project and provide the necessary resources. Think of them as the investors in your project’s success. To effectively engage with sponsors, you need to understand their objectives, the business climate they operate in, the challenges they face, and their preferred communication styles. For example, if your sponsor is the CEO of Coles, you’ll need to be aware of their strategic priorities, the competitive landscape of the supermarket industry, and their preferred reporting format.
- Management: This is your direct reporting line, the people who oversee your work and provide guidance. Understanding their decision-making styles, communication preferences, and priorities is essential for building a strong working relationship. For instance, if your manager at Telstra values concise communication and data-driven reports, you’ll need to adapt your communication style accordingly.
- Peers: These are your colleagues, the fellow project managers or team members you collaborate with. Recognising their areas of expertise, strengths, and potential challenges can foster effective teamwork and knowledge sharing. Perhaps your peer at Woolworths has extensive experience in supply chain management, while another at Qantas excels at risk assessment. By understanding their strengths, you can leverage their expertise and build a collaborative network.
- Teams: This includes the diverse individuals who work directly on your project, from developers and designers to marketers and analysts. Each team member brings unique skills and perspectives to the table. Understanding their individual motivations, working styles, and professional goals is crucial for building a high-performing team. For example, some team members might thrive in a structured environment with clear deadlines, while others might prefer more autonomy and flexibility.
By understanding your stakeholders’ values and perspectives, you can tailor your communication, build stronger relationships, and navigate potential challenges more effectively. It’s like learning the language of each stakeholder group, enabling you to connect with them on a deeper level and foster a shared understanding of the project’s goals.
In essence, “knowing thyself” in project management is about cultivating a deep understanding of your own strengths and weaknesses, while also developing empathy and understanding for the people you work with. This holistic self-awareness allows you to navigate the complexities of project leadership with greater confidence and effectiveness.