Start with your passion – and get your dream project. It's all about leadership...
BONUS ARTICLE // DANISH PROJECT MANAGEMENT magazine #1/2018 and #2/2020
Do you often get the project of your dreams? If the answer is yes – then congratulations – it's great. But I think many of us have experienced being asked to lead a project, where we had to ask ourselves why on earth that project ended at our table.
Bring your passion into play
Realistically, it's rare you get your dream project upfront. But to get a good project you have to first light up your own passion. Reflect on what has made you passionate (and the opposite) in the past, and especially what you have done to find the passion. It can be finding out what you can add to the project with everything you are capable of and stand for. And that's a lot, I’m sure!
I faced that challenge myself recently when my jobscope changed. At first I was angry and disappointed, because I was actually quite happy with what I was doing – and the 'new project' did not immediately make me spark. But then I stood up to the challenge and thought there was probably a point to it all. And that I had to get out of my Comfort zone to develop (a strong passion of mine).
Figure. Kierkegaard and choosing your mind-set
I like to use Søren Kierkegaard (Danish philosopher) as inspiration and in my training of project managers. I like to think it is a gift to be offered a project, but the task is to make the project yours. It is a privilege and an obligation. It requires reflection and self-management. And in my new situation, I had to acknowledge - as painful as it was - that it was probably applicable to me too.
Slowly, I began to find new and exciting opportunities to utilise my special talents - and at the same time learn new things. And today I couldn't wish for it any other way.
And the morale? Stop, reflect and take the time to find the good aspects of your project. They are there if you choose to believe it and actively seek them out. And only when you are ready for that, you can spread your passion to the delight of your surroundings and colleagues in the project. And thus create a great project.
It's all about leadership - first inwards...
Thus, it is my experience and firm belief that you make a huge difference to the start of your project by focusing consciously on your leadership – first and foremost in relation to yourself. And then – or partly in parallel – in relation to your project owner and team. Your leadership is important, both to deliver a good output – but certainly also for the energy of the team. The two things are closely related and require your timely focus.
If necessary, use a sparring partner or inspirator in your process. It could very well be your project owner. The two of you together will form a strong team to believe in and be passionate about the project.
Understand and build relationships with your project owner
My basic assumption here is that your project has an owner – a person, typically a line manager in the business who has a recognized need that your project should help satisfy. My assumption is also that this person is chairman of the project steering group.
It is crucial to your project's success that you understand and build a good relationship with your owner – and that the project is important to him/her. If you've never worked with him before, I'd inquire a little with colleagues who have experience. Just to be a little prepared for what to expect from your first meeting. For example, is it good to have a clear structure for the meeting or is it better to have a more open agenda?
Having said that, I always think it is important to make one's own experience and not to become too biased before the first meeting. But just a bit of preparation and otherwise an open mind and a purpose to understand (before trying to make yourself understood) I find to be a good starting point for your first meeting. During the first 2-3 meetings, try to understand the following:
who is your owner as a person and what difference can your project potentially make to him when successful? Try to understand the situation now – and the wished for situation afterwards (then you have his passion and a direction for your project)
how do you best find time together during the project to lead the progress most efficiently?
who will be in the steering group and how does your owner secure their commitment? And the backing of the project sponsor. Who are other important stakeholders and how do you handle them?
‘Play each other good’ - be flexible and constructive
An important lesson I have learned is that you should 'play each other good'. Together, you form a strong management team to lead up (steering group/sponsor), out (stakeholders) and down (the team) in the project.
Don't get lost in unimportant detail about what your owner should/shouldn't do. But be the constructive and flexible project manager who contributes with the good solutions. At VELUX, we have established guidelines for good behaviour – through do's and don'ts for the project manager (and for the other critical roles in the project).
In these guidelines, constructive behaviour is completely pervasive – in exactly the same way as in our leadership values as such. It's just cooler to work with a project manager who's looking for solutions rather than problems.
Of course, you also need to be clear on your boundaries – and be assertive in sharing what you need from your owner. It can actually be a great help for the owner – and for the project – with your timely 'daring to interrupt'. At VELUX, we sometimes talk about how important it is that we as project managers 'interrupt' our owner at appropriate intervals to ensure mutual understanding and relevant action.
But all this relationship building comes slowly and along the way. First, focus on the relationship, trust and the common task. And as you start to build trust, you can challenge each other more and really play each other good.
Build trust and commitment (passion) in your team
You need the passion of your project team members – just as you need your own. At least if you want a dream project – for all parties. This starts best with a 1-to-1 dialogue with each team member. Make sure you get around their wishes and concerns by becoming part of the project.
Ask openly and use it as an opportunity to listen and understand their motivation. It's really time worthwhile spending to show that kind of interest. You immediately begin a build-up of trust – and especially if you enter into the dialogue with a completely open mind and (as with the owner) primarily aim to listen. You also get relevant insights into their motivation and knowledge – in addition to their concerns being able to specifically provide input to project risks.
Of course, you also need to share your thoughts and knowledge about the project and tell where you see them play a role and what your expectations are. Find the right balance between the wishes of you/the project and their needs.
Once you've spoken to each team member, you might want to bring the team together for a kick-off workshop. A working meeting that aims to produce the project's foundation (objectives hierarchy, plan, risks and stakeholder analysis) but also a start of a good team collaboration. Remember both in your planning – and in your leadership as such.
My next article will deal with good experiences with a fruitful project kick-off as well as setting clear objectives for the project. An approach which will benefit in terms of both content and passion in the project... It is my clear belief that you need both to create the dream project.
To get your own dream project, please consider the following questions:
What is your passion? When/in what situations do you feel that you are passionate about your project? And what can you do to become even more passionate?
What steps can you take/do you already do to make sure that you and your owner can play each other good?
When was the last time you had dialogues with your team that were about their motivation rather than (or in relation to) the project's deliverables? Prioritize time to play each other good in the team?
If necessary, ask a good colleague for feedback on your leadership…//
Written by Tine Kragh Nielsen, April 2018