Project management v. managing people

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This article was published 30/03/2024 (736 days ago), so information in it may no longer be current.

In the realm of business, particularly in project-driven environments, there exists a delicate equilibrium between the management of projects and the management of people.

On one hand, project management focuses on achieving deliverables, adhering to timelines, and meeting objectives. On the other hand, managing people involves nurturing team dynamics, fostering morale, and ensuring individual well-being. While both are essential components of effective leadership, finding the balance between them is crucial for sustained success and organizational growth.

This is where many middle managers struggle. They are stuck with the operational constraints of budget, deliverables requested from leadership, and advocating for their employees and usually there is going to have to be some compromise.

Keeping this balance of maintaining a happy and engaged team that is working productively is a talent that needs to be earned.

Project management: driving toward deliverables

Project management revolves around the systematic planning, execution, and control of tasks to achieve specific goals within predetermined constraints. It involves defining objectives, allocating resources, establishing timelines, and monitoring progress to ensure timely delivery of results.

This aspect of management is often associated with metrics, milestones, and measurable outcomes.

In the pursuit of project objectives, project managers must navigate complexities such as resource constraints, scope changes, and unforeseen obstacles. They are tasked with optimizing processes, mitigating risks, and maintaining alignment with overarching strategic objectives.

Notice that in that definition, the people are conspicuously absent. This is actually funny to most project managers that I know who continuously run up against people missing timelines and people misallocating resources, but I will leave that to the side.

Managing people: nurturing team dynamics

While project management focuses on tasks and outcomes, managing people is centered on individuals and their interactions within a team. Effective people management involves understanding each team member’s strengths, weaknesses, and motivations, and leveraging these to foster collaboration and productivity. It encompasses aspects such as communication, coaching, conflict resolution, and creating a supportive work environment.

A key aspect of managing people is recognizing that they are not merely resources but human beings with emotions, aspirations, and personal lives. Leaders who prioritize people management understand the significance of empathy, active listening, and empowerment in building trust and loyalty within their teams. By investing in professional development opportunities, recognizing achievements, and providing constructive feedback, managers can cultivate a culture of continuous improvement and employee engagement.

The balance: deliverables v. team morale

While project management and people management are distinct disciplines, they are inherently interconnected. The success of a project (meeting deadlines and delivering outputs) hinges on the collective effort and commitment of the team involved to get those things done.

A motivated and cohesive team is better equipped to overcome challenges, adapt to changes, navigate unforeseen obstacles, and ultimately drive project success.

Finding the balance between project management and managing people requires a nuanced approach. It entails recognizing when to prioritize task completion and when to prioritize team wellbeing. For instance, while it may be tempting to push for aggressive deadlines to meet project milestones, doing so without considering the impact on team morale can lead to burnout, decreased productivity, and increased turnover.

Effective leaders navigate this balance by fostering a culture of accountability, transparency, and open communication. They set realistic expectations, provide the necessary support and resources, advocate for their team members to leadership.

They also actively solicit feedback on their management style from team members and adapt their leadership to the individual.

They demonstrate empathy and understanding, acknowledging the challenges faced by individuals and offering flexibility when needed.

This is certainly a tall order, if you know any managers, offer them your sympathy and support, their jobs have gotten harder since COVID and there is no relief in sight.

Some advice for managers

Achieving the balance between project management and managing people requires a thoughtful and intentional approach. Here are some practical tips to help leaders strike this balance effectively:

● Recognize achievements: Celebrate milestones, achievements, and successes, whether they are related to project deliverables or individual accomplishments. Find one nice thing to recognize in each team member once a week, even if it is small, they will feel seen, and it will boost their engagement.

● Set clear expectations: Clearly communicate project goals, objectives, and timelines while also outlining expectations for teamwork, collaboration, and individual contributions. Clarity helps mitigate misunderstandings and ensures everyone is aligned from the outset.

● Prioritize communication: Establish open channels of communication where team members feel comfortable expressing concerns, sharing ideas, and providing feedback. Regular check-ins, team meetings, and one-on-one sessions facilitate dialogue and promote transparency. You can head off many challenges before they explode just by letting people talk.

● Seek feedback: Solicit feedback from team members on both project processes and people management practices. Act on feedback to make necessary adjustments and improvements, demonstrating a commitment to continuous development and responsiveness to team needs.

● Address conflict: Deal with conflicts or disagreements swiftly and constructively, promoting open dialogue and seeking resolution through mediation or facilitation. Addressing conflicts early prevents them from escalating and damaging team morale.

● Promote work-life balance: Respect boundaries and encourage a healthy work-life balance among team members. Avoid excessive overtime or unrealistic expectations that could lead to burnout. Encourage taking breaks, vacations, and unplugging from work when needed.

● Lead by example: Demonstrate the values and behaviors you expect from your team. Show empathy, active listening, and a commitment to both project success and individual well-being. Lead with integrity, honesty, and respect for others.

I did not say it was easy, but by implementing these tips, leaders can effectively navigate the complexities of project management while prioritizing the well-being and engagement of their team members. Finding the balance between project deliverables and team morale is an ongoing journey that requires attention, empathy, and a genuine commitment to both organizational objectives and individual flourishing.

Ultimately, the true measure of leadership lies not only in the successful delivery of projects but also in the development and well-being of the people entrusted to execute them. By striking the right balance between project management and managing people, organizations can foster a culture of excellence, resilience, and sustainable success.

Tory McNally, CPHR, B.Sc., vice-president HR consulting is a human resource professional, radio personality, speaker, and problem solver. She can be reached at tory@legacybowes.com