Project Manager's leadership and communication

Successful PM's four core practices

What kind of work does the Project Manager Do?
Project and operation constitute the core of an enterprise.
Project is an effective carrier for implementing enterprise strategies and achieving enterprise strategic goals.

Successful PM's first practice: Establishing partnerships with subordinates and building a "good team"
Use proper leadership:
New employees: Instruct the leaders to tell them what they want and how they should do it.
Junior staff: coaching leadership (70% guidance + 30% support), focusing both on improving capabilities and improving their willingness to work
Intermediate employees: Support-based leadership (70% support + 30% Guidance). subordinates need more listening and encouragement, but do not need more specific guidance.
Senior Employee: Authorized leadership (100% support). At this time, authorization can exert maximum subjective initiative.

Team members:
We need to establish an atmosphere to ensure that both the project goal and the most important aspects of the individual can satisfy the team members to the greatest extent possible. These include job satisfaction, work challenges, a sense of accomplishment, success and growth, adequate economic returns, and other rewards and approvals that Members consider necessary and important.

The project manager should continuously motivate the team by providing Challenges and Opportunities, timely feedback and necessary support, and recognizing and rewarding outstanding performance. Through open and effective communication, building team members, managing conflicts in a constructive manner, and encouraging cooperative problem solving and decision-making methods, the team can achieve efficient operation.

If you are a good partner, you are willing to work together to support each other and Pursue lofty ideals!

The second practice of successful PM:
Triplicate positive incentives to cultivate good subordinates
The first incentive: common goal
1. Develop 3 ~ for subordinates ~ A maximum of six goals can be set and a consensus can be reached with subordinates. Write these targets on one page, each holding one copy.
2. clearly tell your subordinates: What do you think is the standard of good performance for each target?
3. Tell your subordinates in advance that you will make a clear comment (praise or criticism) on their performance ).
4. Read the goals you set for your subordinates.
5. Check your management actions frequently to see if your management actions on your subordinates are consistent with your goals.

When subordinates enter your office, they want to know what tasks the leaders will assign to me? What can I get after the task is completed? What do I need to do when I execute a task? If you can answer these questions clearly every time, you can manage and communicate with each other.

Once the goal is set, the subordinates should clearly know what is good performance? In other words, performance standards are also very clear. Tell them what you are expecting.

Double encouragement: sincere praise
1. Tell your subordinates in advance that you will make a clear evaluation of their performance.
2. Praise them in time. Tell them where to say-what to say.
3. Tell them how happy it will be and how helpful it will be to the organization and other colleagues.
4. Stop for one minute to make them feel happy.
5. encourage them to continue doing so in the future
6. Shake hands with them, or use other actions to show them that you will support them for success.

Praise TRUE
Timely: Timely
Responsive: Some
Unconditional: Unconditional
Enthusiastic: Enthusiastic

The secret to helping subordinates succeed lies in frequent informal interviews.

Praise is not only for the results, but for the whole process.

The third incentive: sincere Criticism
1. Tell your subordinates in advance that you will make a clear evaluation of their performance
2. Immediately criticize the incident. Tell them where the error is.
3. Tell them this makes you very uncomfortable-it's very clear to say
4. Silence for several minutes, so that they can deeply feel your feelings
5. Shake hands with them or use other actions to let them know that you are standing on their side sincerely. Remind them how important you are to them.
6. Tell the other party with confidence again: You think they are good people, but they are not doing well in this case.
7. After criticism, this incident has passed.

Three elements of criticism:
1. Tell him where the error is
2. Tell him how you feel
3. Tell him that he is a promising person.

Criticism is always the case, not the target person.

If you start to treat people with strictness, and then know people and good deeds, the effect will be very good.
Enthusiasm = Mission * Cash * Congratulation

Only effective actions and effective results can be obtained through effective incentives.

Successful PM's third practice:
Self-cultivation, the most difficult to drink the most valuable challenge
1. Attitude-win the trust and respect of subordinates
2. Success-a winning belief, an optimistic spirit, and a positive attitude
3. A long-lasting state-perseverance, perseverance in the end to victory

You can only become a winner first.

The fourth practice of successful PM:
Positive communication and irresistible influence

The kind of leaders who only know how to give orders and perform assessments every day, no one is willing to work for them. Leaders who need today's employees must be able to actively listen to their voices. Give appropriate guidance and support and help them achieve their common goals.

1. Positive communication: a pleasant experience can give a pleasant response.
2. Communication should be aligned with the channel-everyone has his band, frequency, and language

The sender of information must be 100% responsible for information acceptance.
3. Communication should be based on needs and expectations-effective communication is to listen, observe and guide the expectations of the other party

It doesn't matter what you say. What matters is whether you have targeted the problem and the right remedy.

Right: management is communication; Right: communication is management.

Communication is not a matter of mouth, but of mind.

A successful project manager is responsible for the leadership, management, and communication at 360.

Your management power comes from your concern for "people.