Project Manager as Leaders
Project management in some form has existed for centuries as evidenced by the number of artifacts around the world. The Pyramids of Egypt, the Great Wall of China, the Panama Canal, the Suez Canal, the Trans-Siberia Railroad, the St. Lawrence Seaway, and the Pennsylvania Turnpike to mention some better-known projects that have constructed well-known products.
There are thousands of lesser-known products that have been constructed over 5000 years such as the Cathedrals of Europe and the Grand Canal of China. Each had one or more “project managers” to lead the effort.
In view of the number of projects, some of their products recognized by grade school children, there has been few project managers identified as role models. In modern times, the Manhattan Project – the work to build the first atomic bomb between 1942 and 1945 – was lead by Brigadier General Leslie Grove, an Army Officer. But was he a role model or more of an authoritarian figure? His personal behavior is not well documented in current literature.
During a visit to Las Vegas, Nevada, in May 2005, I had the privilege of receiving a briefing on the design and construction of the Leeds Library at the University of Nevada – Las Vegas. A tour of this facility showed advanced thinking in how a library should meet the needs of students.
Several other universities had representatives tour this landmark design to obtain information on how to construct or remodel their libraries. Such innovative features as soundproof rooms, open areas for group discussions, encouraging talking in open areas, and allowing food in open areas were clearly breaking new ground. Yet, with all the success of this library, the architect / project manager’s role was clearly subordinated to the product.
Successful projects may become monuments to worship, but the project managers’ roles are often forgotten. Completed projects are named after the customer, financial sponsor, or the landmark. Where are all the project managers who would serve as role models?
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Role Models for the Project Management Discipline
The American Heritage Dictionary defines role model as: “An individual who serves as a model in a particular behavioral role for another individual to emulate.” Thus, “role model” is a behavioral function that encompasses how a person acts and responds to situations. Can project managers be effective role models to propagate the discipline?
In April 2004, I received a letter from a man who worked for me in 1968 and 1969 – 35 years ago. I quote in part his comments:
“I’ll always appreciate your leadership, guidance, and direction you instilled into one young man that made a difference as an adult, that will carry through the rest of my life. … Thanks for your friendship . . . .” Ron Mangini
There is no higher compliment than to have a former employee find your address after more than three decades to write a letter to express his appreciation for something that seemed so natural in our working relationship. It is the highest honor that I have been paid in my professional career.
Project managers may have a sharp focus on the objectives of the project, and seldom have a lot of time to mentor others or to be a role model for others. Important lessons for inspiring individuals to become project managers are lost and the project management discipline does not grow as fast or as well as perhaps it could.
To be a role model, a project manager would need to have a high degree of emotional intelligence, which is defined as acting in the proper manner during all occasions. This requires an awareness of one’s self to understand your emotions and how to respond in a positive manner to situations.
Managing one’s self uses the self-awareness to stay positively focused to manage emotional responses to situations and people. A social awareness is needed to understand what other people are thinking and feeling to be able to interact. Finally, one needs to manage relationships through awareness of one’s emotions and the emotions of others to successfully engage others.1
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