They Don't Teach Corporate in College (29 page)

Provides status updates so that one hand always knows what the other is doing, and so that problems and delays can be flagged before they get out of hand.

After an initial project meeting, I use Basecamp (
Basecamp.com
) to develop a chart that displays timelines, the interrelationships of the various tasks, and the people responsible for each project component. I check the chart once a day to monitor our progress and keep track of pending deadlines.

In order to organize a project successfully, you must make it easy for your team members to communicate with each other. My chart, which lives in the cloud, is a living document. Everyone on the team, including my supervisor, has access to view and modify the chart as we move forward on various tasks. The chart, along with ongoing status reviews, ensures that every team member understands not just his or her own responsibilities, but everyone else's as well.

Here are some traits I advise you to hone in order to become a project management superstar.

Possess unofficial authority.
Often, the best project managers (PMs) do not have formal authority over those working on their teams. Instead, their natural charisma and infectious enthusiasm motivates people to follow and listen to them, and helps them develop an organization-wide reputation as a popular leader.

Be a networking star.
The best PMs understand who they need to go to to get things done, and they develop strong relationships with those individuals so that cross-functional projects run more smoothly. Also, should the project run into a snag, great PMs can rely on their network to find and implement a workaround.

Ask questions.
A project cannot succeed without a PM who seeks and listens to the advice of experienced partners, and then puts processes in place for soliciting feedback on a regular basis. They are clear about what needs to be done, by whom, and by what deadline, and they intuitively understand the questions to ask to ensure a project is moving in the right direction.

Pay obsessive attention to detail.
When you're leading a large project with thousands of components, it's easy for small but critical pieces to get lost in the shuffle. The best PMs keep track of these details so that red flags are dealt with immediately—before they become deal-breaking issues.

Understand the big picture.
At the same time, though, talented PMs can pick the areas to focus on by always keeping the end result in mind. They align the goals of the project with the overall goals of the organization, and if a project element doesn't further the big picture or impact the project in a significant way, it can be tossed out or at least back-burnered in favor of more pressing concerns.

Have thick skin.
In order to be able to sustain a complicated effort that places stress on all parties, PMs must be able to let harsh criticism roll off them. They are able to take the brunt of the fallout when a client or higher-up is upset about a delay, and put themselves in the line of fire if the project does not deliver in some way. They keep their cool and view failures as intriguing challenges rather than soul-crushing setbacks. They can make decisions quickly, without worrying about what every individual on the team is going to think.

Be an amateur psychologist.
Great PMs are able to read between the lines when team members aren't getting along, or when someone is underperforming. They are able to effectively manage the expectations of internal and external stakeholders by intuitively understanding what's important to each person. They speak to others empathetically—as fellow human beings—and diplomatically resolve conflicts when they occur.

Whether you're an experienced project manager leading a huge team or an entry-level assistant in charge of a single intern, look for ways to implement and showcase your own style. By inspiring trust, confidence, and cooperation, you'll emerge as an effective leader poised for even greater things.

Many people assume that communication is common sense and that there's nothing to learn about it. A manager, for example, wouldn't dream of sending a new employee on a client visit without providing in-depth training on what the employee should talk about, but that same manager will most likely ignore the specifics of
how
the rep should speak to the client. Sounds pretty dumb, huh? After all, if the employee doesn't communicate effectively with the client in the first few minutes of interaction, he might have the door slammed in his face before he has a chance to recite his product's compelling features. Your everyday work life is the same way. You could be the smartest, most qualified employee in the company, but no one will care what you have to offer if you're unable to make yourself understood. So how do you ensure that your communication style is a competitive advantage rather than a liability? I'll get to that soon. But first, let's dissect a few types of communication found in the business world.

Aggressive:
Communication that infers blame, places responsibility for a bad outcome on the other person, and takes credit for any and
all successes. The aggressive communicator discourages collaboration and cooperation.