For questions like, “What’s going on in the project,” we could design a database. But whatever fields we put in the database would turn out to be what’s not important about what’s going on in the project. What’s important about the project is the stuff that you don’t anticipate.
Today, I had an interesting discussion about empowerment, especially in a weak matrix organization. Eventually, the discussion reminded me of the Obituary of Richard Neustadt, the adviser to several presidents ($) of the USA, in The Economist (November 2003). The central part is (quoted from memory):
“He’ll sit here,” he [Truman] said [about Eisenhower], drumming his fingers on the desk, “and he’ll say, “Do this! Do that! – and nothing is going to happen! – it won’t be a bit like in the army!”
Well… if this is the amount of empowerment the most powerful man on this planet can command – how could I as a project manager as a project manager ask for more?
I think that project management is a lot about convincing and only a little about “empowerment”, and this means that there are three potential problems:
- First, it so happens every once in a while that somebody confuses “empowerment” with “veto right”. Such cases are particularly frequent among so-called internal governance bodies. Yes, this is empowerment in a sense… but it’s “wrong-way-round”. Real empowerment is the power to make things happen, not the power to stop.
- Second, the power to influence or convince actually means that the project manager can build a “bridge” between the project member’s personal goals and the project goals. Clear, aligned, specific goals within the company are a fairly obvious prerequisite to make that work.
- Third (or actually “2b”), incompatibilities of interests between different organizations that contribute to a project obviously break the “empowerment” of the project manager.
Upon closer inspection, the so-called line managers are often not more empowered: They can’t fire (at least not in Germany), and at least now in the financial crisis, they may have only very little financial freedom like over salaries etc. Don’t tell anybody, though 🙂
Eventually, what it all boils down to is, provocatively exaggerated:
There is no empowerment!
There is dis-empowerment.
There is an illusion of empowerment, and a good project manager knows how to sustain that.
A kick-off meeting to a project.
Situation: People already know each other, views have already diverged significantly. Over the past month, outside communication was strong (so expectations are huge), but inwards communication was weak (so opinions are scattered).
Complication: How to turn this bunch of minds into a team with “punch”?
Solution: Enter the story of the elephant… Continue reading The elephant – again