More posts in Human Resources
Part of it comes down to harried, stressed out, schedule-conscious project managers not being overly concerned with delivering the praise that does pop up in their brains from time to time. And we also wonder if that praise will be taken the wrong way. Will managers think we're just trying to get on their good side?
But once they're encouraged to acknowledge upward, people can't seem to wait to take action. In one virtual course I led, a project manager texted "I'll be right back. I have to go acknowledge my boss!"
Ten minutes later he was back. "I did it!!!" he texted, and you could feel his pride. We all felt proud of him, too, and shared his three-exclamation-mark excitement.
I was pleased to hear a similar story in a different course:
Some time ago, I had told my boss privately, but I had not told anyone publicly (so as not to embarrass him too much) that he was my hero -- that he had saved me from an almost intolerable situation and allowed me to retain my dignity. I'd always felt that he acknowledged me, but was especially honored as a result of the appointment to my current position.
"What he hasn't known, but will now," I told our class, with my boss sitting right there, "is that because of this, I say thank you to him every day that I've worked here, since November 2008, through my password, which is a combination of a 'thank you' to him and his name." - Jyll D. Townes, deputy commissioner for regional affairs, New York State Division of Human Rights
When Jyll told this story, her boss -- and everyone else in the room -- just lit up! It was so refreshing and wonderful to see. He was totally surprised and moved. She took the risk of acknowledging upward in a public setting and reaped the reward.
Don't hold back appreciation because of a person's position or influence. Sometimes those in the highest positions need our acknowledgment the most. Theirs can be a lonely and stressful path. Letting them know they made or make a difference in the workplace and in our lives will go a long way.
Feel free to post an acknowledgment of your manager as a comment to this blog!
I'm linking the procurement and human resources chapters of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) together for the simple reason that I have absolutely no idea why they're in there in the first place. I have never been in or encountered an organization of any size that lumps human resources and procurement departments under the head of project management.
I'm pretty sure this is because human resources and procurement should be understood as asset management, not project management. Asset and project management are completely different animals, with different objectives, tools and methods for attaining their respective goals.
Those differences were vividly illustrated for me when I was working on a software project for my organization's human resources department. I had loaded the schedule into a critical path network, pulled status and recalculated the projected end dates. When I was presenting the resulting Gantt chart to the human resources manager, I pointed out that one set of activities involving the software coders looked like it would be delayed, and, if it was, it would delay other key milestones.
"Tell everyone to come to work this weekend and maybe next," was his automatic reply. "Wait," I interjected. "These activities have nothing to do with your folks - it's the management information systems people who are involved here, and we don't even know what their difficulty is. It may not be fixable with more people working it." "No difference," he replied. "This project is so important that all of our assets must be performing optimally."
Of course, project management is not about the performance of assets. It's about attaining the scope that the customer is expecting, within the customer's parameters of cost and schedule.
I'm engaging in a little bit of hyperbole here, but most project managers don't concern themselves about whether they should have bought or rented a key piece of equipment. They care about whether or not the job gets done on time and within budget.
Procurement is in the same boat. Sure, it's important that the procurement professionals who work with you are very good at what they do. But they obtain assets and are similarly afflicted by the asset managers' mind set.
I just don't think we're kindred spirits. But, if there are any human resources or procurement heavy-hitters out there who think our managerial goals and techniques are completely compatible, I'd love to hear from you.