You’re in Charge

You’ve earned your first leadership role in project management—but do you have what it takes to be the in charge?

Ah, the thrill of a big promotion.

You’ve proven your project management prowess and now you’ve been rewarded with your first role in charge. But as the rookie in command, you need to define your role.

And that often means leaving the nitty-gritty minutiae behind. When tech giant Google researched what traits make for a better boss in 2009, it discovered technical expertise was far less important than accessibility.

“New leaders really need to be the manager of the project. They can’t continue to work as if they are still working on the technical side of the project,” says Roberta Chinsky Matuson, author of “Suddenly In Charge: Managing Up, Managing Down, Succeeding All Around.”

Right from the start, you need to position yourself as the supervisor, she explains. “Have conversations with the team about what your expectations are. This is your job now — you need to start acting like it.”

New leaders must establish what kind of authority they actually have and what their stakeholders expect from them, says Thomas Juli, PhD, PMP, founder of Thomas Juli Empowerment Partners, Heidelberg, Germany.

Then they can figure out what motivates their new team and build up a rapport, he says. “What makes the team work for you, with you and against you? You need your team. You can’t do this by yourself.”

In many cases, though, your new team members were your peers not so long ago. So, how can you earn their respect?

If a team member doesn’t fulfill his or her responsibilities, you must address the issue. “Doing nothing will mean you lose respect,” says Ms. Matuson, also president of Human Resource Solutions, Northampton, Massachusetts, USA.

The same can be said when someone goes above and beyond to get the job done. Acknowledging the effort will show team members you appreciate them, she says.

“New leaders don’t always realize that if their people shine, they shine,” Ms. Matuson adds. “You are being evaluated on how well your people do.”

And new or not, the supervisor sets the tone. The Google research revealed that the company’s managers had a much greater impact on employee performance and how people felt about their jobs than any other factor.

As you settle into your role, try to keep your ultimate goal as a project manager top of mind. “Never forget what you are measured against: managing a project to success,” says Dr. Juli, also author of “Leadership Principles for Project Success.”

Being a leader doesn’t come naturally for many project managers. Seek out mentors to help guide the way. Also ask your boss and even some team members to evaluate your performance. “It’s just another way of learning,” Dr. Juli says.

Ultimately, project managers in new leadership roles must acknowledge that not everything will be perfect.

“Expect to make mistakes — and learn from them,” says Dr. Juli. “Don’t try to apply everything you know at once, it’s not necessary. We are project managers, not superheroes.”

Figuring out exactly what you’re doing in your new role in charge can be the most daunting part of your career transition. But armed with the right knowledge, your new responsibilities will eventually fall into place.

PMI