Sunday, August 28, 2011
On the other hand, project leaders are not necessarily managers of the members of the project team. Project leaders can not give orders to get things done. In our organization it is even worse: project team members are employed by different universities and hospitals, and the project leaders are in our separate group. Orders will not work.
A question that comes up sometimes is: how can one manage a project and its team members without giving orders? Sometimes this comes in the form: for you things are much easier, you are the boss and can tell everyone what to do; I do not have such power over the project team. My answer to that is: how often do I order you what to do? And if I'm not ordering you what to do, how do we run a coherent organization?
The clue is: don't tell people what to do, convince them instead. Build trust (this takes a while), and then use your expertise to convince the members of the team to align.
In fact in larger organizations, managers do not use orders a whole lot. Trust (and expertise) are much more effective. And this gets stronger higher up in the organization, up to the CEO. The biggest problem with managerial power is that it wears off when you use it. Trust grows when used properly.
Don't manage by giving orders. Act like the big company CEO.
For more inspiration, listen to this Manager Tools cast.
[Image credit: Giving orders by lincolndisplayimages.com on flickr]