Turn Your Project Managers Into Project Leaders

By Ted Garrison

In my previous column, I discussed why the construction industry needs leaders instead of managers. However, where do we find leaders - or how do we create them? I believe the construction industry must concentrate on developing leaders. As the labor market grows increasingly competitive, it's going to become almost impossible to find available leaders. The solution is to develop them.

First, I am tired of hearing the elders complain that today's younger generation isn't as good as those in the past. Nonsense! That complaint has been raging from at least the days of Socrates. There will always be a generation gap - but that gap doesn't mean inferiority; it merely means difference.

If you want to turn people into highly motivated leaders, then you must first understand them. Several studies have indicated that today's workers rate being appreciated and being in on things as their two highest motivators. One of the best ways to tap into these two motivators is to ask questions.

The greatest compliment that you can give someone is to ask for their opinion and then let them carry it out. This demonstrates your appreciation for their abilities and ideas. How much more involved can someone be, than to determine their own course of action?

Therefore, instead of telling people how to perform their job, asked their opinion whenever possible. Of course, common sense dictates that this approach doesn't work with someone that doesn't have the necessary knowledge or technical skills to perform the required task, but it's a powerful approach when they are qualified.
The good news is that their answers to the questions will tell you if the person is qualified to lead the task. By asking questions it becomes apparent if they understand the problem and desired outcome. Further, their answers will indicate if they have a plan to solve the problem. Finally, questions can determine if they have the necessary resources.

However, if you get the wrong answers you should ask additional questions to help the individual become better focused or better understand the situation. The follow-up questions can raise issues they may have previously overlooked.
Instead of telling them they were wrong, the questions expand their thinking. This allows them to remain in control and make them more accountable for the results. When this process is done properly, you will either have a highly motivated leader or else identified that you have the wrong person to lead this task.

Creating Star Performers

Thomas K. Connellan, Ph.D., has done research on what it takes to turns people into star performers. He found that setting accurate expectations, holding the person accountable, and feedback are the keys to high performance.
Misunderstood expectations are probably the biggest cause of unsatisfactory results. As Yogi Berra has said, "If you don't know where you are going, you will end up some place else."

Unfortunately, workers are often blamed. They are given too much credit for being incompetent, when in reality it's more about poor communications. George Eckes, consultant and author, reports in his book, Six Sigma for Everyone, that studies indicate that "only 5 percent to 15 percent of the time" are problems caused by the workers. In other words, the workers aren't usually the problem, but if they don't understand what's required, they have virtually no chance of achieving the desired result. Therefore, clear expectations are critical.

The second requirement is accountability. The best way to inspire accountability in future leaders is to give them the freedom to do things the way they want. In other words, allowing workers to achieve the desired results their way is the fastest way to turn people into leaders.

Finally, feedback is essential. Any process on improvement requires measurement of results. This is the only way to improve performance. Therefore, feedback is the leader's measurement of his leadership skills. The key to feedback is to insure that it focuses on improving the process, not attacking the individual.

After all, when you attack the individual they become defensive and resist the necessary changes. However, when you have a highly motivated individual who is committed to achieving the desired results and is accountable for those results, the future leader will welcome constructive feedback when it helps achieve the desired goal.

No short column can provide all the necessary skills to turn managers into leaders. However, unless you first create an environment that encourages leadership, your efforts will be wasted.

Ted Garrison, author of Strategic Planning for Contractors, works with businesses in the construction industry. He can be reached at Growing@TedGarrison.com.