VISION
An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who ‘lifts us up, gives us a reason for being and gives the vision and spirit to change’.
Command authority naturally.
In other words, they don’t need borrowed power to enlist the help of others – they just know how to do it. They are optimistic leaders who are viewed in a favorable light and are valued by the organization.
Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
Possess quick sifting abilities, knowing what to note and what to ignore.
The latter is more important since there’s almost always too much data, and rarely too little. Ignoring the right things is better than trying to master extraneous data.
ENTHUSIASM/PASSION
We tend to follow people with a can-do attitude, not those who are always negative and give us all the reasons for why something can’t be done.
COMPETENCE
The team must believe that the project manager knows what he/she is doing. Leadership competence does not however necessarily refer to the project leader’s technical abilities in the core technology of the business.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate.
Set, observe, and re-evaluate project priorities frequently.
They focus and prioritize by handling fewer emails, attending fewer meetings, and generally limiting their data input.
Exercise independent and fair consensus-building skills when conflict arises.
But they embrace only as much conflict as is absolutely necessary, neither avoiding nor seeking grounds for control of a particular project segment.
PROBLEM SOLVING
A great project manager not only has to have all of these qualities but also know when to employ them and to what extent.
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity.
An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who ‘lifts us up, gives us a reason for being and gives the vision and spirit to change’.
Command authority naturally.
In other words, they don’t need borrowed power to enlist the help of others – they just know how to do it. They are optimistic leaders who are viewed in a favorable light and are valued by the organization.
Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
Possess quick sifting abilities, knowing what to note and what to ignore.
The latter is more important since there’s almost always too much data, and rarely too little. Ignoring the right things is better than trying to master extraneous data.
ENTHUSIASM/PASSION
We tend to follow people with a can-do attitude, not those who are always negative and give us all the reasons for why something can’t be done.
COMPETENCE
The team must believe that the project manager knows what he/she is doing. Leadership competence does not however necessarily refer to the project leader’s technical abilities in the core technology of the business.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate.
Set, observe, and re-evaluate project priorities frequently.
They focus and prioritize by handling fewer emails, attending fewer meetings, and generally limiting their data input.
Exercise independent and fair consensus-building skills when conflict arises.
But they embrace only as much conflict as is absolutely necessary, neither avoiding nor seeking grounds for control of a particular project segment.
PROBLEM SOLVING
A great project manager not only has to have all of these qualities but also know when to employ them and to what extent.
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity.
