From Exasperation to Excellence: How a Project Manager Transformed His Relationships by Changing Himself

[A real-life scenario]

John had been a project manager for over a decade, and he had seen all kinds of projects come and go. He prided himself on his organisational skills, his ability to coordinate teams, and his attention to detail. But today, as he sat at his desk, surrounded by stacks of paperwork and unanswered emails, he was feeling exasperated.

He had just received an update from his team, and it was not good. They were behind schedule, again. Despite his repeated instructions, they were still making the same mistakes, still failing to meet their targets. He rubbed his temples and quietly yelled “Why won’t they just do what I tell ’em?” into his coffee mug.

John had always been a stickler for following procedures and protocols. He believed that if everyone just did what they were supposed to do, everything would run smoothly. But lately, it seemed like his team was working against him. They were resistant to his suggestions, and even when they did agree to his proposals, they failed to follow through.

John knew that he needed to find a way to motivate his team. He tried to put himself in their shoes, to see things from their perspective. Maybe they were feeling overwhelmed, or maybe they needed more support. He decided to call a team meeting to discuss the situation and see if they could come up with a plan to get back on track.

At the meeting, John listened carefully to his team’s concerns. They were feeling stressed and overworked, and they didn’t feel like they had enough support from management. John realised that he had been so focused on results that he had forgotten to show his team that he valued their input and cared about their well-being.

He apologised for his behavior and invited suggestions for some changes he might make. Everyone agreed to schedule regular check-ins with each team member to discuss their needs and offer support. He also took steps to show his team that he valued their input, by including them in decision-making and taking their suggestions seriously.

Over time, John noticed a significant change in his team’s performance. They were more motivated and more willing to work together to achieve their goals. He realised that by taking the time to listen to his team, involve them and show them that he cared, he was better able to build trust and create a more positive work environment.

In the end, John learned that being a project manager isn’t just about giving orders and expecting people to follow them. It’s about building relationships, understanding the team’s needs, and creating an environment where everyone can thrive.