Am I fit to be a project manager
Xiao M understands the responsibilities of a project manager. Although he finds it very challenging, these things are of interest to him. Therefore, more determined to become a project manager.
However, the project manager is a path without regrets, and there are countless difficulties that may be encountered later. If you find that there is a big gap between the actual situation and the initial imagination, and you feel that you are not suitable to be a project manager, then the problem will be big. Because this will not only have a very negative impact on customers and teams, but also be very unfavorable to myself. After all, the development of technology is really fast, and it is very difficult to return to the technical route.
Xiao M really wants to know if he is suitable to be a project manager. So I found Mr. S again .
Mr. S said: "The first consideration for suitability is personal quality. People with different qualities will react to the same thing in completely different ways. The project manager is the eye-catching figure in the project. Once an improper response is made, it will affect many people. , so there are relatively high requirements for quality.
Qualities include character traits, aptitudes, and attitudes toward doing things. Although anyone can be a project manager, the real situation is that some people may be more suitable to be a project manager, and even many people in the IT circle think that project managers are born. Of course, 'natural project managers' does not mean that they do not need to learn and practice, but that people with certain qualities can give full play to their strengths as project managers, so as to be more confident and develop more smoothly.
Conversely, some people are really not suitable to be project managers, so you need to choose carefully. For example, a person is naturally not good at words and is reluctant to deal with people. If he is asked to negotiate with customers and keep 'bargaining', his psychology will be under great pressure. Once the psychological endurance limit is exceeded, the initial choice may be abandoned. Of course, this does not mean that you can't be a project manager if you are not good at words, but that you have to work harder than others, and it may be harder on the road to growth. "
Xiao M asked: "So what are the qualities of a 'natural project manager'?"
Mr. S said: "Maybe many qualities are necessary, but there are several basic qualities that are not only important, but also have more innate components.
First, leadership. Leadership is the ability to get work done through others. Although the project manager is the core of the project leadership, but needs to rely on the team to complete the task. Due to the dynamic and temporary nature of the project team, the project manager does not have complete management power over team members, and more needs to unite a group of members into a team, inspire and influence others to work hard for a common goal.
The importance of leadership does not mean that a 'leader' is an 'official'. A leader should be a 'leader', on the same level as everyone else, but ahead of others. Not only do what others are required to do first, but also know what the 'next step' should be and where the next goal is. The slogan of the project manager should be 'follow me', not 'give me'.
'Leadership' is actually a good judgment. If you let a group of people work together to complete a task in a closed environment, it does not indicate who is in charge of this group of people. It doesn't take long to discover that one (or several) of this group will automatically become the leader.
Second, the sense of responsibility. During the implementation of the project, there will be many difficulties, which are often beyond the original imagination. At this time, the only thing that can help the project manager to persevere is 'responsibility'.
People with a strong sense of responsibility, out of responsibility for their commitments, will do their best to achieve their goals without giving up, so they are also reliable and credible people. Such people will be reassured and fully supported by the company, customers and teams.
People with a strong sense of responsibility have another characteristic: they pay great attention to details and can take the initiative to find problems. He will unconsciously simulate the execution process of an event in his mind, imagine various unexpected situations, and consider how to deal with it. Such people are what we often call 'worrying about life', but such qualities are particularly useful in project management, helping to identify potential problems and prevent potential risks. Such people also see farther than the average person and think through.
Third, be proactive. With half a glass of water on the table, negative people will say 'Alas! Only half a glass of water left' and positive people say 'Yeah! We still have half a glass of water'. Project managers need to be the latter, always seeing the 'good' and 'bad' aspects of things at the same time, and making good use of their own strengths ? Nagisa ?
The biggest characteristic of proactive people is that they don't complain. The project manager is the 'backbone', if the backbone is chaotic, the project will be chaotic. The project manager must maintain a good attitude at all times, and if the team always sees a project manager who is full of confidence and calm, everyone will be full of confidence. If the team always sees a grumpy, grumbling project manager all day long, everyone may be worried that he will be picky at any time, and morale can be imagined.
Proactive project managers actively look for ways, believing that 'there are more ways than problems'. They can guide people to brainstorm ways to lead teams out of trouble.
Proactive people give constructive comments, making it easier to get help and support. Surrounded by the enemy, a commander reported: 'I am surrounded, what should I do? ', while another commander reported: 'I am surrounded and need air support. 'Which is easier to get help? Obviously the latter. Because it is not easy to explain the complex situation to the command, and it is not easy for them to help you make decisions. In fact, the people who can best make the right advice are the frontline commanders with a wealth of information.
Fourth, bear the pressure. Various unexpected events will occur in the project, and sometimes it is necessary to endure great pressure. People with pressure tolerance can still be calm when difficulties come, can still think calmly, even when they are powerless, they can maintain 'demeanor' and 'sense of humor', so as to stabilize the military and solve problems. "
Mr. S said: "A project manager found a voucher printing error at 3 o'clock in the middle of the night, 4 hours before the official operation of the system , which may directly affect the normal operation of the business the next day. He called the programmer overnight to modify the program, and in the When others were exhausted, he himself fell asleep on the chair next to him. Others asked him: 'Can you still sleep at this time?' He said: 'I can't help now, what can I do now? The thing is to let everyone relax. Tomorrow is the time when I should be nervous'. To be able to fall asleep at this time requires real stress resistance."
小M听得非常入神，但是仍不知道自己是否满足这些素质要求。S总拿出了一张表，告诉小M这是从公司一些优秀的项目经理身上抽取的行为特点和思维习惯，你可以参考看看，自己是否是这样的人：
对复杂问题，会去考虑“怎么思考”，再去思考要思考的问题。
能够从操作层面、细节层面考虑计划的可行性，并主动征求他人意见。
时刻关注质量，深信质量是决定成败的要素。
众说纷纭的时候，会选择到现场获得一手资料，独立思考和判断。
先设想事情最坏的结局是什么，再努力避免无法挽回的错误。
遇到困难时积极寻找解决问题的方法，而不是找“行不通”的借口。
失败时勇于承担责任，而不是急着解释原因和推卸责任。
犯了错误之后一定会总结经验教训，保证不犯重复的错误。
与人沟通时会有意识地换位思考，试图理解如果我是对方会怎样。
倾听时脑子想的是“对方的想法是什么”，而不是想怎么给对方一个回答。
评价他人的时候会先看优点再看不足。
有问题当面谈，背后不飞短流长。
有人向你抱怨和指责他人时，第一反应是为不在场的人说好话。
如果有两方在你面前争执，不听完双方的表达绝不下结论。
谦虚认真、不懂就问，不为了面子装内行。
认可别人比自己强，认为需?鹑税镏?
至少有一项业余爱好可以让自己放松。
能够忘却烦心事，不将烦恼带出办公室。
一旦开始项目就必须要看到结果，没人赶你走就坚决不离开项目。
泰山压顶的时候，至少可以做的一件事是保持“风度（镇定）”。
对无能为力的事，仍能保持乐观和幽默。
S总说：“如果你对这些问题80%以上的回答都是肯定的，说明你具有一名优秀项目经理的潜质，选择项目经理作为自己的职业方向，就会有比较顺畅的路径和光明的未来。”