Coaching, leadership, People, Project Management, Software Development, Team

Top 4 qualities for a leader/manager #agile #pmot

I’ve seen quite a few articles recently on the qualities to be a good leader, manager, and Project Manager. Most recently, I read an excellent article by Liza Wood on “Should you become a Manager?”. Highly recommended.

I thought I’d add my opinions to those already out there on what I feel are the top four qualities to be a leader or manager.

1) You are a competent team member already

I’m big fan of leaders and managers needing to be competent members of the team prior to expecting to lead or manage. If you are going to lead and manage people, I think you need to understand the issues your team is dealing with at a detailed level. I know not everyone agrees that this competency is required. I frequently see groups proposing that Software Development Project Managers don’t need to be technical. Let’s just say I must agree to disagree with those groups.

Although I think I’m an OK Project Manager for Software Development teams, I would never think I could be equally efficient managing a team of doctors or truck drivers. What do I know about those areas? How could I possibly help them in the issues they encounter.

2) You don’t want to make decisions for other team members and you don’t want to “manage” people

It is a red flag for me immediately when I hear someone say they want to manage. I wonder what their drivers are and whether they want to “manage” people due to the perceived status and traditional career path. Sometimes people will even confess that they want to be managers so they can make decisions.

I find the best managers are those team members that don’t want to manage. They also don’t want to make decisions for their team mates.

They grudgingly accept being a manager because:

  1. They are good at it
  2. They have the respect of their teammates
  3. They recognize it is probably the best way they can help the team and client

3) You enjoy working with clients and team members and helping to facilitate decisions

This point is connected to the previous item. Great leaders and managers love working with people and helping to facilitate decisions.

They love building relationships and helping people to grow in their careers.

Most importantly they love helping the team to solve problems by facilitating. They realize that the team must solve the problem and their role is to help the team build consensus as a group. Great managers always are careful to not offer solutions for the team. This would be the easy thing to do as the team is looking to the manager to make these decisions. But the really great leaders and managers will always defer to the team. (even though they have the preferred solution already decided in their head)

This deference to team decision-making can sometimes be perceived negatively by team members. I remember thinking this about one Project Manager I worked with. I thought that he wasn’t doing his job because he never decided anything, he always just deferred to us. Only in retrospect did I appreciate his masterful skill to facilitating team decisions.

4) You are always perceived as calm and professional and never blame anyone

Probably one of the most overlooked characteristics.

I feel that the job of a leader is to always build confidence in the team.

Great managers and leaders are always calm, never blame anyone, and just work the problem. Doesn’t matter how the problem arose – lets just resolve it.

And it never hurts to have a great sense of humour…

About Terry Bunio

Terry Bunio is passionate about his work as the Manager of the Project Management Office at the University of Manitoba. Terry oversees the governance on Information Technology projects to make sure the most important projects are being worked on in a consistent and effective way. Terry also provides leadership on the customized Project Methodology that is followed. The Project Methodology is a equal mix of Prince2, Agile, Traditional, and Business Value. Terry strives to bring Brutal Visibility, Eliminating Information islands, Right Sizing Documentation, Promoting Collaboration and Role-Based Non-Consensus, and short Feedback Loops to Minimize Inventory to the Agile Project Management Office. As a fan of pragmatic Agile, Terry always tries to determine if we can deliver value as soon as possible through iterations. As a practical Project Manager, Terry is known to challenge assumptions and strive to strike the balance between the theoretical and real world approaches for both Traditional and Agile approaches. Terry is a fan of AWE (Agile With Estimates), the Green Bay Packers, Winnipeg Jets, and asking why?

Discussion

2 thoughts on “Top 4 qualities for a leader/manager #agile #pmot

  1. Thanks for recommending my article! Regarding the need to be a competent team member first, I am ambivalent about how much of that is required. On one hand, managers or project managers who have NO technical background often has problems, since they don’t understand how the product is built or how to help resolve issues. On the other hand, being able to implement solutions in code alongside the team may be more detailed knowledge that what is needed, potentially resulting in the manager proposing solutions and making decisions for the team. In my experience, the best technical leaders/managers were done being hands-on technical, but still interested enough in the field to learn how things worked sufficiently to be a competent facilitator.

    Posted by Liza Wood | January 19, 2014, 1:47 pm

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  1. Pingback: New PM Articles for the Week of November 18 – 24 | The Practicing IT Project ManagerThe Practicing IT Project Manager - November 25, 2013

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