April 28, 2008 – Them’s Fightin’ Words!

Choosing the wrong words can start a fight. I vividly remember conducting a PMO status meeting with upper management in which I nearly started a brawl without meaning to. While reporting the results of a recent project audit, I made the observation that very few resources were completing their weekly status reports. I surmised that management was setting a poor example by not producing their status reports. Unfortunately I said it out loud, immediately creating a hostile environment for myself.

Here are five lessons to learn from this:

1. Watch what you say. Obviously the filter between my brain and mouth was not functioning during that meeting. Check your filter before you let something slip. Report the information concisely and clearly. You can present analysis and reasoning, but leave out the commentary.
2. Consider how you say it. Only 7% of face to face communication is the words you say. Tone and visual cues (body language, gestures, eye contact, etc.) make up the other 93%.
3. Recognize a challenge. Sometimes people deliberately try to draw you into a fight. They know the buttons to push and they start poking them. It may seem like an innocent question or a simple statement but it is intent is to challenge your authority and put you on the defensive: "Our projects have not been completing on time. Is it the role of the PMO to audit them and ensure they are successful?" It may even come across as a show of support or sympathy: "The PMO is obviously too understaffed to be effective in this environment." Be aware of who is saying what and think through why they may be saying it.
4. Don’t take the bait. There are some things that are worth fighting over, but not everything. Just because someone is looking for a battle doesn’t mean you have to take it. This doesn’t mean to run from a direct challenge but don’t jump at every offense. Choose the time and place for your battles.
5. Respond appropriately. The greatest life management book ever written says, "A gentle answer turns away wrath, but a harsh word stirs up anger." Think it through and determine what is being challenged and then choose a response like one of the following:

• Call them on it. A direct challenge in a group setting requires a response. One tactic is to look them straight in the eye and ask, "Are you challenging my authority on this?" Generally people back down at this point. If not, you may have to pick another response.
• Ignore it. You can ignore a question or comment that is intended as an attack. Don’t ever try to answer question like, "Are you still beating your wife?" It may be prudent to ignore a slight at the time and address it in private later. Sometimes the offense is unintentional and it won’t happen again, but if it continues you will need to deal with it.
• Apologize. This is especially effective if they are reacting to a perceived threat by you. Believe me, during that status meeting I apologized quickly. True as it was, I needed them on my side to be effective.
• Just the Facts. People can get defensive but they can’t really argue with facts. Make sure you have them right and then present them as evidence to support your case.
• Humor. Making light of a comment acknowledges it and defuses it. Don’t mistake ridicule for humor, however. Making fun of the person will just tick them off and escalate the fight.
• Delay. Retreat is not giving in, it is allowing both of you time to cool off and try again later.
• Defend yourself. When push comes to shove, sometimes you have to push back.

It is easy to throw out fighting words. Dealing with them takes maturity and forethought.

January 28, 2008 – Practical Authority

Over the last several weeks we have been looking at Authority: how to gain it from scratch and how to get it back when you loose it. Once you get it, though, how do you use it effectively? With the four types of Authority (Positional, Referent, Reward/Penalty, Expert) as the basis, lets look at some practical suggestions.

Positional. Having your name on the org chart above mine doesn’t mean you are the boss of me. Actually, positional authority works best when you don’t mention it by name. You just need to act it out. Create a picture in your mind of how someone in your position should act and live up to it. Be a leader. Direct your meetings by preparing agendas and keeping people on them. Ask the right questions. Don’t be domineering, demeaning, stuck up or snobby.

You can also use the positional authority of others. A great example of this is in emails. If you can say, "The CEO would like to know..." you are likely to get a faster response than "Can you tell me...." You are no longer asking for it, He-Who-Must-Be-Obeyed is.

Referent. The idea of Referent Authority is to get people to say, "I want to work with that project manager because he is so !" Different attributes attract different people. Some like to work for a hard nosed, no nonsense individual because she can cut through the red tape. Others prefer the process oriented manager because there are no surprises. People evaluate their managers based on what the manager can do for them. Work on the traits you want to be known for.

Reward/Penalty. Recognition is always welcome. If you have a team member that is putting in long hours, acknowledge it. Tell her you appreciate the extra effort she is giving. Make it tangible, too. Small things like movie tickets or Starbucks cards can go a long way toward boosting the moral of the individual or team.

When you have to take disciplinary actions, make sure it is factual, specific and directed. Meet with whoever you need to and get the facts correct before proceeding. When you take action you don’t want to be arguing about what happened. Be specific in what they did wrong and also in what they need to do going forward. For anything short of termination, the direction of the discipline should always be toward making the individual a committed member of the team again.

Expert. Your expertise should always be given freely, but that doesn’t mean you should give it for nothing. Offer it in exchange for other resources you might need ("If I help you with your schedule, can you...?"). At the very least it can help your Referent Authority so they’ll say, "I want to work with that project manager because he really knows his stuff!").

In the end authority is about what you do with it, not how much you can get. Use it wisely.

January 21, 2008 – Grabbing Authority – Regaining Lost Ground

Authority is slippery. The more you try to grab it and hold on, the quicker it slips away. As a consultant I learned that positions are temporary and titles are only names. You can reach for the next rung on the ladder as high as you want but in the end you need to have a light grip and your eyes open. One project officer I worked with failed to recognize the signs when he lost his authority. In his case he failed to realize that his sponsor was no longer backing him. Attempting to hold a firm stance on an issue, he stepped on the wrong toes. He was relying on his title (Positional Authority) and his manager. It wasn’t enough to keep his job.

If you find your authority is being eroded, stop and determine where the weakness is. Which type of authority is slipping away? Any change in management can shake up the Positional Authority charts. You can ruin years of Referent Authority with one or two bad character choices. Arguments with your team, having to implement unpopular policies or handing out discipline can sour their perception of you. Over use or misuse of Reward / Penalty practices can weaken their effectiveness. A challenge to or failure of your expertise may impact your standing as well. What has changed to take a bite out of your authority?

Positional Plunge. When your personal Positional Authority takes a hit, fall back on the position and importance of your project(s). Revisit its purpose and Return on Investment. Check with the key stakeholders to ensure that you can get the resources you need, not based on the org chart, but on the needs for the project.

Another solution is to look for new upper management friends. For the project, aim for a higher sponsor if he is too low on the totem pole. Have your Director take it to a Vice President. For yourself, verify management support of you abilities and direction. Finding your position on the company job postings may be a bad indications.

Referent Recession. First, if you are being a jerk, stop it. Check with a trusted co-worker to see if something you are doing is causing the problem and take corrective action. If you need to apologize to your team or an individual, do it.

Second, instead of running a dictatorship, move toward a more Participative Management style. Ask for input from the team and draw them into the discussion. Explain more of the thought process behind your decisions and listen to their suggestions.

Carrot and Stick Stymied. Revisit your Reward / Penalty system. Not taking care of disruptive individuals can undermine your authority. Rewarding too often or for the wrong reasons can lead to as many problems as not rewarding at all.

Credibility Tanked. Have you lost your Expert ranking? This can happen if your project is failing or you fall behind in the technology race. On the project front, analyze where the problems are and develop a plan to get back on track. Presenting to management the issues and your corrective plan shows real initiative. Then follow through.

Technology will continue to change. If your area of expertise is in recession, move your expertise to the management side. Make sure your team has the technical resources it needs to be successful. You’ll pick up the new concepts as you go but as a project manager you don’t need to be the expert.

Two last points.

1. Authority lost in one area can be offset by strengthening a different type. The balance is constantly changing.
2. Sometimes you will not be able to regain your authority where you are. You may need to switch departments or even companies to start you climb back up.

January 14, 2008 – Grabbing Authority – Building from Scratch

Responsibility without authority is useless. Just because you are given a job to accomplish doesn’t mean everyone is going to fall in line behind your leadership. Whether you are a brand new project manager or starting over in a new place, there are steps you can take to build you authority.

The last entry discussed the different types of authority: Positional, Referent, Reward/Penalty and Expert. If you consider your interactions with the project stakeholders based on these four you can alter their perception of you.

Before starting, determine the authority you already possess. If you are have been declared project manager by upper management (in person or through the Charter) you have a certain amount of Positional Authority. Were you a Team Lead or Subject Matter Expert within the technical group? That could carry over as Expert Authority. Anyone with a high level of charisma can use their Referent Authority. Take stock of what you have because it forms the foundation to build on.

Positional Authority. There are several areas you can use to build the Positional Authority available to you.

First is your personal Positional Authority through your title and the org chart. Being raised from a Team Lead to Project Manager increases people’s expectations of you. If you don’t currently hold the title, ask what it will take to move up. Remember, Positional Authority is still the weakest form and doesn’t come with guarantied respect. A Team Lead no one likes will become a despised Project Manager.

Second, consider your project’s position in the organization. Identifying and communicating the need for your project will position it (and you) better to obtain the resources and attention it needs.

Finally, your sponsor and key stakeholders can add significantly to your Positional Authority. Selling the need for your project up the org chart opens possibilities. If it becomes the pet project of the CEO you have gained strong backing.

Reward/Penalty Authority. Reward/Penalty Authority is a great way to get your team’s attention. Finding and rewarding good performance encourages similar behavior from the rest of the team. On the flip side, letting the team know that poor performance will be penalized is important, too. Even if you aren’t authorized to terminate an employee, contributing to their annual review with specific poor performance issues can have a big impact. The best way to build your Reward/Penalty Authority is to use it wisely and fairly.

Referent Authority. Character matters. Different individuals are inspired by or attracted to different personalities. Think about the types of managers you long to work for and then emulate them. Reward/Penalty Authority can be used to demonstrate characteristics like fairness, respect for individuals, appreciation and other personality traits that would draw your team to you. Initiate an "open door" policy to listen to and act on your team’s ideas and complaints.

Expert Authority. Being an expert technically does not always translate well to the management realm. The first area of expertise to build on is the project. Quickly establish a solid understanding of the project’s objectives, status, finances and issues. Not being able to talk to these topics kills your credibility. Second, develop a working knowledge of the business you are working in. Being able to talk with your key stakeholders in their own terms builds trust in your abilities.

When starting from scratch it can seem an impossible task to build your authority, but these simple suggestions can get you off on the right foot.

January 7, 2008 – Grabbing Authority - Introduction

Authority is weird. You can be granted it and have it stripped from you. You can wield it like a club or wear it like a mantle. You can build on it or let it slip away. Typically the fact that a Project Manager is assigned to a project gives her some level of authority. Unfortunately the authority granted by the Charter (assuming you got it approved) doesn’t stretch very far when all the other Project Managers have Charters that say the same thing. This series will explore the four different types of authority, how to build authority from scratch and what to do if you loose your authority.

There are four types of authority: Positional, Referent, Reward/Penalty and Expert. Throughout your career you have gained, lost and used each of them without even thinking about it. Taking the time to consider each one will help you recognize them and choose the appropriate one for a given situation.

Positional Authority is based on your location in the organizational chart. It is the easiest to get and the weakest to use. I picture my junior high school math teacher standing in front of the class in tears and screaming. Some of my classmates were idiots. She had been granted positional authority of the class but after the first day it was obvious she had no control.

Referent Authority relies on you personality, the way you look and how you act. People are drawn to certain personalities. If you are a fun person to be around, people are going to be drawn to you. Attract the right people and you’ll have a great team. An honest, hard working, fair and equitable Project Manager will draw a team that will want to perform likewise. It will take time to build up your project management reputation but it can prove to be one of the stronger types of authority.

Reward/Penalty Authority is the type that most people think of when they considering authority. They say, "If I were manager I would..." and the result is either punishment for the wicked or rewards for themselves. This can be a powerful tool if used correctly but can easily be abused or become a trap for the Project Manager.

Expert Authority is achieved when you are seen as the go-to person for Project Management. People want to be on your team because you really know your stuff. They see you as successful and want to be a part of it.

In the next couple of entries we’ll look at ways to build your authority from scratch or regain it when lost. We’ll look at practical steps to take and think them through in terms of these four authority types.

Note: See my prior series entitled Authorized to Manage for more on the different types of authority.

July 19, 2007 – Authorized to Manage – in a Projectized Organization

This is the last in a series looking at authority. To wrap up we will focus on the projectized organization and give some practical tips for leading in this environment.

Control is but an illusion.

Projectized Organization.
In a projectized environment teams are formed of resources that, if not hired directly for the project, are assigned almost 100% to it. You, as the project manager, are given nearly total control of the resources, budget, scope and schedule. You are in control.

As a leader in this environment, the first thing to remember is that all authority is temporary. Your positional authority is highest at the beginning of the project. By decree of the Charter you have been crowned project manager. Use that formal authority as a basis to quickly build other types.

You can increase your referent authority as you get to know the team members. Understand their individual strengths, goals and motivations. Are they glad to be on this project or do they see it as a side step in their career? As you ask questions and interact with them they will begin to see your character and decide if they can trust you to lead.

Throughout the project, exercise your reward/penalty authority by offering additional training or better opportunities to your strong performers. Review the budget and see if there room for team lunches to mark major milestones. Address poor performance as it is identified. Do this by focusing on the performance (ex. Quality or Schedule), not the person.

Your project management abilities and organizational knowledge are part of your expert authority. By keeping the team informed of the big picture and how they fit in to it you can build their trust. This is especially true as the project moves toward completion. In a projectized organization there is no functional group to fall back to when finished. Resources tend to get nervous as they near the project end. Let them know well in advance when their end date is. If possible, work with them to identify the next project they will be working on. To address potential employee retention problems toward the end of a project you may want to consider monetary incentives to keep them through the end.

In the final analysis, the key to successfully managing any project is to recognize where the real authority lies, how much you personally have and where you derive it from. In the final analysis, project management is as much a position of dependency as it is one of authority. If you can’t convince the team to follow, you can’t lead. Understanding Positional, Referent, Reward/Penalty and Expert authority offers you the necessary tools to manage successfully.

July 12, 2007 – Authorized to Manage – Organizational Types Matter

This is the sixth in a series looking at authority. Here we switch to practical uses of the four authority types within an organizational. This session will describe the difference between Functional, Projectized and Matrix environments.

Understanding your organization
puts the fun back in DysFUNctional

A Functional organization is divided by areas of specialization or function. There is the server group, the web development group, the legacy systems group, the security group and every other group you can imagine. Each group is managed by an expert in that area and their responsibility is to their silo of the company. Projects within a functional organization rely on using people from each of those groups as their individual managers make them available. The resources on the project still report to their functional managers and the project manager has little direct authority over them. When completed they fold back into the group they were in prior to the project.

The Projectized organization focus is on delivering projects. Project managers have full authority over priorities, resources and the effort of the people on the project. The team is created to perform a specific scope of work. When the work is completed it is dissolved. In some cases the same team may move intact to another project but usually they join other projects where their skills are needed. A good picture of this is a consulting company. As a project is awarded, a team is put together to complete it. When done they move on.

Somewhere in the middle of those two extremes lives the Matrix organization. It is a graduated scale authority from Weak to Balanced and then Strong where weak is next to the functional side and strong is closest to projectized.

In a weak matrix organization the project manager has very limited authority. Resources are on loan…and know it. Their loyalty remains with their functional manager and they understand that no matter how the project ends they have a home back in their group. Budgets are generally controlled by the functional manager and the project manager role is usually only part time. Even though most of the variables are out of the project manager’s control he will probably be fully responsible for the outcome. Sometimes the role isn’t even recognized and involves more coordination between groups than actual management.

The strong matrix swings the control more to the project manager. The positional authority level is closing in on high. Resources may still be shared but the majority of their activities are controlled by the project manager. Responsibility for the budget belongs to project manager and the role is full time.

In the balanced matrix responsibility is shared between the functional manager and the project manager. Positional authority becomes less of a factor between the two and there needs to be more give and take, which can become yank and shove if left unchecked by upper management.

Understanding where your company falls on the scale will show you where the real authority lies and allow you to manage accordingly. Trying to exert too much power in a weak matrix organization will cause friction with the functional manager and frustrate you. Fail to “own” your resources in a strong matrix and they end up on someone else’s project.

July 9, 2007 – Authorized to Manage – Expert Authority

This is the fifth in a series looking at Positional, Referent, Reward/Penalty and Expert types of authority, their use, abuse and challenges.

It’s not what you know…
It’s who knows you know it.

Expert Authority.
Expert Authority is based on the respect gained for your abilities. If you can earn the respect of your team and management you have the highest level of achievable authority. No, this isn’t the form of respect demanded by Al Capone or a dictator gained by roughing people up. This respect is earned by successfully managing projects and displaying your knowledge. It results in people wanting to work with you because of your abilities. They perceive you as a success and look to you for knowledge and direction.

In order to obtain guru status you need to consistently demonstrate your abilities. A history of successful projects shows your management strengths. Or, if your expertise is your knowledge you have shown it by always having useful information or offering sage advice.

You can also achieve expert authority by the acknowledgement of another authority. Gaining certification by a governing body adds credibility as offered by the initials PMP, CPA and PhD at the end of your name. Since everyone knows that idiots can get certified, you will need to prove your abilities match your credentials.

Because perception is a big part of this authority type, being published can bump you up on the expert charts. One individual I was attempting to mentor hardly gave me the time of day until he found out I was published in Computerworld. Somehow in his eyes I suddenly became a genius. Even though I was giving the same instruction as before, he was suddenly listening because now I was someone.

Appropriate Uses
I’ve mentioned two different types of expert authority. One is based on your knowledge in an area and the other is based on your success. From the knowledge perspective, share it with those that need it. Mentor people and keep other projects from hitting potentially deadly potholes. This can add referent authority and give you a stronger position. It also highlights your abilities and teamwork. That in turn may result in increased positional authority as more responsibilities are handed to you.

Your success can be used to obtain the best resources for your projects or even allow you to request better projects. People want to work for successful project managers and management wants their best people on challenging projects. To everyone it seems like a win-win situation.

Abusive Uses
There are times when even the guru is wrong but by sheer strength of their expert authority no one questions them. Getting people to blindly do something without question qualifies as abusive use.

Another form of abuse is withholding your knowledge or ability with the purpose of negatively impacting a project, group or individual. Whether you are doing it for personal gain or to just be a pain, your motive is an indication of misuse.

Challenges
The most annoying challenge with expert authority is another genius. When you have dueling gurus, people look toward other forms of authority to determine who to follow. It is important to remember that there is a chance, however small, that you are wrong. Play your cards accordingly. Expert authority starts to unravel if you mess up too many times.

A change in leadership can also signal problems. When someone comes in that doesn’t know your abilities or history of success they may question your expertise. It just means you have to prove yourself all over again.

One thing to remember, just because someone disagrees with you it doesn’t mean they are challenging your authority. Further discussion may result in an even better solution.

July 5, 2007 – Authorized to Manage – Reward/Penalty Authority

This is the fourth in a series looking at Positional, Referent, Reward/Penalty and Expert types of authority, their use, abuse and challenges.

The beatings will continue
until morale increases.

Reward/Penalty Authority.
Reward/Penalty authority is the use of both positive reinforcement and punishment to motivate people. Balance is the key. Too much reward and it becomes an expected entitlement and too much punishment causes people to leave. But both the carrot and the stick are required. Without rewards people don’t feel appreciated. On the other hand, a lack of consequences for poor performance or bad behavior will impact more that the disruptive team member. If you don’t address the issues your good performers will wonder why they bother working so hard.

For the longest time I didn’t feel I had much of this type of authority. What types of rewards could I dish out? How could I punish someone? As I better understood the role, I found some weapons you can add to your arsenal:
Better (or worse) assignments
More (or less) responsibility
Good (or bad) comments in annual reviews
Recommendations (or lack there of) for rewards, pay increases and promotions

When you think of reward/penalty authority in this light is evident that project managers have something to work with.

Appropriate Uses
Reward/Penalty authority is a tool works best when not overused. Right now I have two annual reviews in the pipeline that need my attention. Reviews are an opportunity to flex this authority but they can’t be the only time you use it. Keeping your people updated throughout the year on how they are doing stops them from being blindsided on their reviews. A “good job” email serves to reinforce their effort. A discussion about poor performance (calm, but direct with specific examples) is as a form of penalty to get them back on track.

Many companies offer standard awards. Look for opportunities to get your team on the list for these acknowledgements.

Remember to reward in public but punish in private.

Abusive Uses
Yelling is not my favorite use of penalty authority. I have seen project managers reduced to tears by directors that thrive on bellowing. If it is a tool you use regularly, stop. The objective is not to degrade the team member.

Another misuse is over applying the reward side. Continuously handing out bonuses, plaques and promotions can result in feelings of entitlement. People may begin expecting recognition and, like a drug, will need bigger doses more often to feel satisfied.

Challenges
Challenges for this authority type can be subtle but deadly. They don’t come from external sources as much as from a misstep on your part. At the top of the list is sincerity. If you do not come across as sincere when rewarding or even punishing team members you are wasting the effort.

Maintaining equality is another tough challenge. Presenting the corner office to one top producer and offering a handshake to the next will result in rioting. I don’t suggest sharing it with the team, but keep track of what you give and why. It will give you ideas for the future and refresh your memory if questioned.

Finally, be careful not to overstep your bounds. Don’t promise what you can’t deliver as a reward and don’t demote someone without Human Resource’s involvement.

July 2, 2007 – Authorized to Manage – Referent Authority

This is the third in a series looking at Positional, Referent, Reward/Penalty and Expert types of authority, their use, abuse and challenges.

Character matters.

Referent Authority.
Referent Authority is the ability to influence others through your charisma, personality and charm. People are drawn to personalities. They like working for good natured, caring managers that take an interest in them for more than the hours they can bill. Interesting, though, some people are drawn to managers on the dark side. They see it as power and are drawn to it like moths to a flame.

As much as positional authority is about politics, referent authority is social in nature. It is more than your charming personality; it is the way people perceive you. Managers with higher levels of this type of authority are characterized as strong, hard working, just, even keeled or able. Lesser managers are those that appear indecisive, lacking in confidence, angry, hard to work with or easily pushed over.

One way to gain referent authority is to be helpful. One of my resources is working toward his Green Card status. There are very few papers I actually need to complete, but I am able to push the HR personnel and have hand delivered some of the signatures from other managers. Even just calling him to make sure nothing is stuck somewhere in process can show that I value him.

Appropriate Uses
There are many ways to use your personality to make people want to help you succeed. A sense of humor can be used to defuse tension during a heated meeting. A giving attitude may bring donuts to meetings. Level headed managers don’t snap at their team, they address problems. Caring ones make it a point to know their people and handle all that touchy-feely stuff.

Abusive Uses
Some managers use their appearance and allure to try to get people to do things for them. I encountered this once while in the project officer role on an account. For one project manager, whenever an issue came up I received the sad eyed, batting eyelashes, I-didn’t-know-any-better look.

Others may attempt to draw all of the talented resources to their group. There are even those that are smarmy enough to try move up the org chart by personality alone.

Challenges
The biggest problem to look out for with referent authority is being taken advantage of. Some people think nice guys are there to be used. If you come across as trying to be your team’s buddy instead of boss they may loose respect for you.

Another challenge may come as an attack on your character. Skeletons in anyone’s closet can be used against them, but even false slander can be used to kill your referent authority.

PS. Happy belated Canada Day to those from up North.

June 28, 2007 – Authorized to Manage – Positional Authority

This is the second in a series looking at Positional, Referent, Reward/Penalty and Expert types of authority, their use, abuse and challenges.

Authority extends only as far as those under you allow it
and only as long as those over you support it.

Positional Authority.
Positional Authority is based on where you sit in the organizational chart. Also known as Formal Authority, it is bestowed on you by some entity. CEOs get their position from the board and are subject to their vote. Project managers receive their right to manage from an approved charter, statement of work or other defining document. The extent of their power is defined by the bounds of the project scope.

Although culture plays a role in determining which type of authority is strongest, positional is the easiest to gain and loose. Since it is given it can also quickly be taken away. If the project is cancelled your role disappears. It is also in jeopardy if the entity that granted it changes. This becomes painfully obvious if your company is purchased and you are in an upper management position.

Appropriate Uses
During the normal course of managing a project, positional authority is a great starting point. Using it as a basis to push the purpose of the project forward, treat your team with respect and they will generally adhere to it.

You can also use positional authority of others. I have started many emails by referencing the project Sponsor or VP of something or other. The higher the title, the quicker the response tends to be.

Abusive Uses
This is the most often abused authority. Misuses include your standard harassment problems and basic dictatorships but also encompass more subtle ones. One example is to push work onto subordinates. One manager I mentored complained because her manager had her creating status reports for projects she wasn’t even managing.

Challenges
Challenges come from many different directions on this one. If people don’t believe you have what it takes to fill the role they will be reluctant to follow. One individual I managed used age as his criteria. He was fine with me leading until he found out I was 6 months younger.

Another challenge will come from those outside the context of your project or organization. From the project side resources are always an issue. Portfolio Management is the key for that (come back for the Matrix Organization discussion). Organizationally, if your Sponsor is a VP there is always another VP that may try to trump her power.

The biggest challenge, though, usually comes from the person who thinks they should have gotten your position. One of the questions to ask as you step in is who else was considered or had eyes on the role. Your formal claim to it won’t appease them. One way to get them turned around is to include them in more of the management activity. This is especially useful with junior people looking to move up. By giving them opportunities to grow and be mentored you will actually be using Reward Authority, but that is a topic for another day.

June 27, 2007 – Authorized to Manage - Introduction

My first experience with management responsibilities was as an account manager for the consulting company where I was working. For my group of consultants this meant making sure their timesheets were in on time and compiling their annual review documents. In the grand scheme of management it was pretty low level. What was interesting, though, was the way some people treated me when they found out I was their manager. It was as if that tiny step gave me control of their entire career. I, on the other hand, pictured it as simply a means for the company to handle basic logistics that upper management didn’t have time to do.

Looking back I realize that the reality of the role encompassed both ends of the spectrum. It was a necessary, tedious part of management that someone had to pick up, but by contributing to someone’s annual review and permanent record it also impacted their career, too. I had Authority.

So, what do we mean by authority? A Webster definition of authority is “the right and power to command and be obeyed or to do something.” I like this definition because it covers both pieces. The right to do something without the power to get it done is futile. The power to do it without the right leads to tyranny.

The Project Management Institute defines authority as “the right to apply project resources, expend funds, make decisions, or give approvals.” This is a little too restrictive for the subject at hand.

A better definition is “the responsibility to manage resources (people, products and funds) to the full extent of your influence.” The use of the work responsibility implies an expectation to treat your resources properly. Substituting influence for the term power more accurately reflects reality as a project manager. Power implies force. Influence covers more options.

There are four main types of authority: Positional, Referent, Reward/Penalty and Expert. Over the next several entries we will look at each of these authority levels and then discuss how they work in both Matrix and Projectized organizations. I’ll even define Matrix and Projectized, too.

One key point to remember is that the purpose of authority is to accomplish the goals of a project or an organization. The purpose of authority is not to make you look important, control others or for self gain. There are numerous examples of authority being used to take advantage of others including hostile contract negotiations and sexual harassment. For each authority levels we will examine ways it should be used appropriately, how it can be abused and the types of challenges you are likely to face from others.

June 4, 2007 – Under New Management

In the restaurant business the sign “Under New Management” is like a clean slate. It is as if they are saying, “All those bad meals and lousy service you had before are a thing of the past.” When you are part of the staff it leaves a lot of questions. “What kind of manager will this new guy be? Will he keep all of us old timers or replace us with younger and cheaper waitresses? How can I show my worth to her?” As a consultant I face these questions more often than others. Well, maybe not the waitress part, but you understand. Some days your world takes a turn.

Today marked such a day for me. My current client makes a point of rotating their management teams on a regular basis. The rational is that it give them experience in multiple areas within the company and allows ideas to flow from group to group. When this happens everyone has to re-acclimate to the new management style. Throughout your career you will likely work with many different types of managers and each time you will begin fresh. That clean slate is both good and bad. On one hand the poor performance of the past can be wiped out. On the other your new manager doesn’t know all the extra effort you have put in, your skill level or the promises that were made.

Let’s take a look at some of the “new boss blues” and actions to take to keep them from bringing you down.

Past Bad Behavior. To some extent this is your second chance at your job. This is true even if the previous manager gave the newbie your rap sheet. New managers are optimistic that things will be different under their watch. With this in mind there is no need to announce that you are “the one who did that think that caused the you-know-what to hit the you-know-where.”

Since managers generally have access to your records be prepared for any questions that might arise. Think through the situation and have an answer ready. Don’t directly deny anything that is in your record. Instead talk about what you learned from the experience, what you might have done differently then and how you are better because of it.

Abilities and Strengths. It takes time for managers to learn who the go-to people are and who is dependable. It took me nearly three months after my move to Syracuse, NY before I felt that I was connecting with the branch manager. Then they combined offices and shipped him off to Maine. I was back to square one.

You need to communicate your abilities to your new manager. Update your resume and trim it down to one page. Highlight the pieces that play to the strengths you want to promote. Send her a copy and request a fifteen minute meeting to walk through it. Unless she is anxious to do it sooner, schedule it for the second week. This will give her a chance to settle in and begin to see how things fit. Before the meeting plan out what you want to convey using the resume as the basis. Unless she is technically savvy, explain what you do in non-technical, business terms.

Promised Advancement. This is probably the most frustrating aspect of the whole deal and it just happened to one of my direct reports. I had started the promotion process for him just before the Area Manager resigned. If at all possible, get the exiting manager to complete the process or at least put the intent in writing for you.

If that fails, don’t hit the new manager with it within the first 2 weeks. When you do, first ask if her predecessor had mentioned the possibility to her. If not, explain your understanding of the situation, make your pitch and ask her to consider it. Demanding it will not likely obtain your objective.

More Reports. Here is an opportunity to be proactive. Meet with your new manager and walk her through the reports you are currently producing. Explain what information is available from which report and help her interpret what she is looking at. If she has a different set of reports take the time to compare them against the current ones. Point out any overlap and ask if you can stop producing the data in the old format to avoid double work. In the event that the current reports are company standards, ask her to consider switching to the existing forms where possible.

Getting a new manager is going to push you out of your comfort zone. Rather than letting your concerns fester, take action and meet the challenge head on.

March 22 – Understanding Authority Levels

The purpose of authority is to accomplish the goals of a project or organization. But authority is a slippery thing. This is especially true for a consultant. On one assignment you are the program manager over several projects and the next you might be reporting to one of your former project managers. Keeping that perspective helps you refrain from abusing your power.

Here are a couple of other things I have learned about authority.

No Respect. Project Managers generally have no direct authority, especially in a matrix environment. The only real authority you have is either given to you or earned.

Take as much as you want. Many people are willing to give up authority if you are willing to do the work that goes with it. Obviously there are limits, especially in organizations based on authority and when dealing with power hungry individuals, but in general you will find this true. The key is to pick and choose the responsibilities that will help your project be successfully. One overlooked but powerful position is meeting ownership. If you can control the agenda and minutes for a meeting you hold a strategic place. It may sound boring but deciding what is discussed and being able to steer the conversation where you want is powerful.

Positional Authority. This is probably the weakest form of authority, but is usually the most abused. Its weakness comes from the fact that it isn’t always deserved, doesn’t necessarily come with respect and can be taken away as quickly as given. That doesn’t mean it isn’t useful. As a project manager, your Charter or other defining documents give you the authority to run the project. Use it with respect for individuals and it can help you move obstacles. Another form of this authority is base on your upper management. Essentially this is name dropping. If you start your email by saying the VP of Finance asked you to follow up on something it will probably get a faster response than just asking nicely.

Referent Authority. This includes your ability to influence others through your charisma, personality and charm. If you are a great person to be around people will want to be on your projects. Your team will want you to succeed and will work harder to make it happen.

Coercive and Reward Authorities. The use of punishment and positive reinforcement are two types of authority that can be effective. The possibility of a better project, more pay or a new job title can encourage people to put in extra effort. Demoting or taking privileges away can correct help bad behavior or encourage people to seek employment elsewhere. The problem is that these only work until you’ve ticked your team off or you no longer have anything to offer.

Expert Authority. If you can earn the respect of your team and management you have the highest level of authority anyone can achieve. No, I’m not talking about the respect that Al Capone had by roughing people up. Respect is earned by successfully managing projects and treating people right. Real respect makes people want to work for you because of your abilities and it makes your team want to you to be successful.

Whatever authority you are wielding, remember to use it for good and not evil.