Managing Projects Through People
Managing Projects Through People
A supervisors job is to manage both people and projects. Tuning people-management and project-management skills are necessary for any manager to truly be effective.
*** If one manages projects but not people ***
If a manager is successful at managing projects but not very good at managing people then tasks get done, but often unwillingly and usually full of errors. The team being managed is not motivated to work as effectively as they can simply because management is seen as inept. Very rarely is an employee satisfied with their job when they don't feel that they, or their work, is valued. In turn, the employee turns in work as valuable as it is perceived to be.
While management may have all the pieces and processes in place, the motivation for excellence is extremely low, to non-existent. The work is getting done because management has the ability to manage the projects through the processes put in place, but the productivity level is way down.
*** If one manages people but not projects ***
If a manager is particularly good at managing people but doesn't manage projects well, then they end up with a team eager to do their best work, but without the systems in place that keep projects on track. Essentially, you've got a team that is kept busy spinning their wheels. Yes, things get accomplished but far more slowly. Important tasks get pushed back because of "urgent" tasks and less important tasks simply never get done.
Essentially, the manager is able to keep the team happy, but only because they are doing what they want over what needs to be done. This ensures that larger, important victories are never realized and the team, as a whole, is kept from the greatness they are capable of.
*** If one manages projects through people ***
If one effectively manages both projects and people, then you have a team operating at peak performance producing the highest quality work. The role of a good manager--every manager really--is to manage their projects through their people. Managers must understand that people are their most valuable resource and responsible for creating valuable results. In fact, a manager that does not provide good project management skills, truly doesn't value his team.
A great manager needs to care enough about his team to help them hone their skills by providing the direction necessary. This, in turn, helps them to produce their best possible work. The end result: the project gets completed quickly and accurately through a team motivated to do their best.
Managing Projects Through People - To learn more about this author, visit Stoney G deGeyter's Website.
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Management can be a tricky thing. Many companies promote people to management / supervisory positions based on their knowledge of the job and ability to get things done. But management goes so far beyond that, which is why many managers are not as effective as they should be. So what does it take to be an effective manager/supervisor?
A supervisors job is to manage both people and projects. Tuning people-management and project-management skills are necessary for any manager to truly be effective.
*** If one manages projects but not people ***
If a manager is successful at managing projects but not very good at managing people then tasks get done, but often unwillingly and usually full of errors. The team being managed is not motivated to work as effectively as they can simply because management is seen as inept. Very rarely is an employee satisfied with their job when they don't feel that they, or their work, is valued. In turn, the employee turns in work as valuable as it is perceived to be.
While management may have all the pieces and processes in place, the motivation for excellence is extremely low, to non-existent. The work is getting done because management has the ability to manage the projects through the processes put in place, but the productivity level is way down.
*** If one manages people but not projects ***
If a manager is particularly good at managing people but doesn't manage projects well, then they end up with a team eager to do their best work, but without the systems in place that keep projects on track. Essentially, you've got a team that is kept busy spinning their wheels. Yes, things get accomplished but far more slowly. Important tasks get pushed back because of "urgent" tasks and less important tasks simply never get done.
Essentially, the manager is able to keep the team happy, but only because they are doing what they want over what needs to be done. This ensures that larger, important victories are never realized and the team, as a whole, is kept from the greatness they are capable of.
*** If one manages projects through people ***
If one effectively manages both projects and people, then you have a team operating at peak performance producing the highest quality work. The role of a good manager--every manager really--is to manage their projects through their people. Managers must understand that people are their most valuable resource and responsible for creating valuable results. In fact, a manager that does not provide good project management skills, truly doesn't value his team.
A great manager needs to care enough about his team to help them hone their skills by providing the direction necessary. This, in turn, helps them to produce their best possible work. The end result: the project gets completed quickly and accurately through a team motivated to do their best.
Managing Projects Through People - To learn more about this author, visit Stoney G deGeyter's Website.
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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