Are you a Program Manager that is frustrated with the performance of a member of your team? Have you ensured that they have all of the inputs that they require? Are you paying attention to upstream deliverables when the only pressure to execute is the logical sequencing of tasks in the light of real lead times? You own this, as a Program Manager.
Your team is dying to be led. When you only react to deliverables that have customer visibility instead of the many internal deliverables that ensure that it is possible to succeed for the customer, you are not leading your team. The devil is in the details. Sweat the small stuff. The successful, disciplined execution of the unemotional, internal tasks in a logical sequence is the essence of leadership and solid Program Management.
There is no doubt that functional team members might have performance issues. However, orchestrating the sequential execution of tasks required to deliver on the contractual obligations of a program is the duty of Program Managers. If program teams could execute without your leadership, you wouldn’t be needed. Program Managers neither create nor destroy information. They merely foster the communication and provide the coordination necessary for team members to successfully deliver the program. If you are a Program Manager and you are not providing this basic leadership, you are adding no value and, in fact, are likely confusing and frustrating your team.
Again, sweat the small stuff. It’s your job.
Your team is dying to be led. When you only react to deliverables that have customer visibility instead of the many internal deliverables that ensure that it is possible to succeed for the customer, you are not leading your team. The devil is in the details. Sweat the small stuff. The successful, disciplined execution of the unemotional, internal tasks in a logical sequence is the essence of leadership and solid Program Management.
There is no doubt that functional team members might have performance issues. However, orchestrating the sequential execution of tasks required to deliver on the contractual obligations of a program is the duty of Program Managers. If program teams could execute without your leadership, you wouldn’t be needed. Program Managers neither create nor destroy information. They merely foster the communication and provide the coordination necessary for team members to successfully deliver the program. If you are a Program Manager and you are not providing this basic leadership, you are adding no value and, in fact, are likely confusing and frustrating your team.
Again, sweat the small stuff. It’s your job.
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