Some managers are quick to blame others and point fingers, never having the humility to admit their shortcomings. If you want employees to own their shortcomings, you need to own yours. Taking this approach ensures you'll miss out on everyone's creative contributions.
Good managers are open to new possibilities, but bad bosses are quick to shoot down new ideas. Do you show any concern for your employees' lives and interests? Or are you only concerned with you and your career? Managing employees means taking the time to meet with them and address their questions and concerns.
This is the bully boss, who uses sarcasm, insults, or other rude behavior to "keep employees in their place. If you regularly only see the glass as half full when an employee shares good news or an accomplishment, you're a buzzkill. There are few things more discouraging. No boss is perfect, and even the best ones probably struggle with a handful of these.
If you've noticed that you're guilty of a few—or a lot—of these behaviors, then make a plan to work on one or two of them at a time. Your employees will thank you, and their performance will likely improve. Actively scan device characteristics for identification. Use precise geolocation data. Select personalised content. Create a personalised content profile. Measure ad performance.
Select basic ads. Create a personalised ads profile. That is, they are analytic, directive, methodical, and extremely data driven. The best Program Managers see things as a systems engineer. They put together pieces and get them to run together to achieve programmatic objectives. This is diametrically opposed to the prototypical Capture Manager, who is a strategist and an idea person.
Ok, then. After all, the description of a Program Manager in the previous paragraph sounds like the characteristics of a Proposal Manager. Shouldn't a Proposal Manager be left brained? Adept at putting together diverse parts to achieve a coherent whole? Focused on completion, compliance, and utility? Yes, of course it does. These managers want to be updated every now and then about each and every development that takes place over the span of a workday.
This type of bad project manager loves feeling high and wants everyone on the team to feel the same too.
But, optimism is one thing and overly optimism forms a whole new story altogether. This is mostly the case with new project managers as they only like to see the bright side of things and refrain from addressing the pressure points or pain points of a project phase.
This can lead to a lopsided project and can disrupt the real picture that the project team needs to look at. As a project manager, they will need to look at the project in a very real sense and indulge in touch decision-making ventures. Sugarcoating is this bad project manager forte and not everything in life and business is a piece of cake. Strikingly opposite to the optimist is the one and only pessimist. This type of bad project manager might not even see the glass there. There is no recognition or acknowledgment of any sort and this routine work can be quite depressing and can push team members off-track, even if they were doing a good job before.
When you have a specialist, an expert, a worker, and a project manager all in the same person, why would anyone require a team?
But, this kind of person can only exist either in myths or in the head and mind of bad project managers. This know-it-all project manager can ruin the efforts of another team member as quickly as a project can dissipate. Block out time at regular intervals to plan the next steps. You also can use this opportunity to ensure you are still on track to deliver business value. While a project might be finished in a year or so, programs can stretch on—seemingly indefinitely.
Program managers need to protect their teams against burnout. This should include periods of quieter time at work with fewer deliverables and adequate time away from the office for vacations. Manage sick leave closely, watch your overtime reports, and be alert to the fact that the welfare of your team is paramount if you want to slash attrition and keep your talented people for the life of the program. When delivering a program that has a distant completion date, you need to manage the pace of the work.
Mix up the quick wins and the steady progress toward the bigger picture goals. This helps the team see you are moving forward and ensures there are some shorter-term success stories to share to keep motivation high. Finally, it helps investors and executive managers see that there is progress being made.
Programs often deliver something novel, unique, or transformative for an organization. Your job as a new program manager is to ensure you can upskill, retrain, and develop the people you have so that together you can address all the resource requirements. There might be some areas where you only need a certain resource for a limited period. These are skills the business will rely on in the long term. Make decisions about which of these you need to have embedded in the team and which should be outsourced, then ensure your program can deliver the training and recruitment tasks required to be ready to manage the outputs as each project delivers.
Governance is the way the project management office and senior executives can ensure that a program is on track to deliver benefits. Governance provides a formal route to closing down projects or an entire program if it can be shown that those benefits no longer will be achieved.
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