Most managers will appreciate your consideration, and will glady work with you to resolve any
upcoming difficulties. It’s only when you don’t anticipate future problems that conflict arises,
obscuring your priorities and jeopardizing the relationship between you and the other manager.
4. Remain as flexible as possible. Remember that few departments can judge very far in advance the
demands that will be placed on them from above. It’s frustrating when another manager affects your
scheduling by pulling a team member out of a commitment in order to work on other jobs. This is not
necessarily because he or she is devious or disorganized. It may simply characterize that department.
Stop and think whenever you find yourself about to say, “You told me this wouldn’t be a problem.” At
the time, the manager was probably telling you the truth. But since then, the department’s assignments,
deadlines, and priorities have changed. Successful project managers are those who are able to stay on
schedule and within budget, even when team members are taken away at the last minute. You may have
to shift jobs or take over a phase yourself. Regardless of the inconvenience, though, remain flexible
when dealing with another manager.
5. Confront the problems, not the people. In some instances, other managers may seem unreasonable,
defensive, or uncooperative; they may feel threatened by having an employee taken away from them to
work on your project.
Territorial reaction is one form of “corporate neurosis.” Your refusal to tolerate it won’t solve the problem.
Nor will confronting the manager directly; that only aggravates the situation. Remember, the best solution is
to concentrate on the problem the reaction creates, not to become distracted by the personal reaction itself.
When a manager resists your efforts to commit an employee, emphasize the schedule and deadline. Ask the
manager to suggest a solution that satisfies the departmental needs as well as the project schedule. Avoid the
distraction of arguing about personal priorities, and concentrate on executing the task.
WORKING WITH OTHER DEPARTMENT EMPLOYEES
The communication challenge is not limited just to managers. You may also face resistance from team
members. Conflicts can arise for a number of reasons:
1. Career priorities. Some employees identify their career paths with their departments, not with
outside projects. They can’t always appreciate the career advancement potential that comes from taking
part in projects, especially those managed by people other than their immediate supervisors.
2. Temporary assignments. Because it’s temporary, your project may be seen as an inconvenient
disruption, as extra work. So some employees may assume a different attitude toward project tasks than
they do toward their “real” jobs.
3. Supervisory problems. As manager of a project, you do not determine the quality of corporate life to
the same degree an immediate supervisor does, and once the project is over, your team members return
to their departments.
To overcome these problems, apply the same rules you use in dealing with managers of other departments. Be
aware of the team members’ priorities and conflicts. As long as they are working on your project, they’re in
the difficult position of reporting to two people. Do all that you can to alleviate this problem, rather than
aggravate it.
Remember, your team members have to meet deadlines on two levels: those of their own department and
those of your project. Work with them to solve conflicts in schedules and to anticipate future problem periods.
Once you discover an emerging problem, take immediate steps to solve it. Never assume the attitude that
“you’re part of my team; I depend on you, and you have to keep your promise.” Instead, sit down with the
team member and figure out a solution. Either reassign the project phase or adjust your schedule.
The project schedule is your problem and your responsibility. So even when a team member cannot come
through as promised, it’s up to you to do something about it. You can create a positive reputation as a project
manager by establishing two-way loyalty: from the team by their working together and meeting deadlines,
and to the team by your remaining flexible, especially when a team member cannot keep a promise to you.
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