In order to correct this, they recommend executives become proficient in four areas and one of these is project management.
In Terry Bacon's book What People Want, 90 per cent of employees surveyed said that they wanted honest feedback, while 89 per cent also wanted fairness and all employees to be held accountable to the same standards.
If we're to get project management, as a profession, to perform anywhere near where it should be, then we need to start being honest with those not performing.
We need to be clear on what good looks like and then we need to give project managers the feedback on what's working well and what isn't. And we need to do this regularly.
If you’re not already doing this, then ProjectNPS (www.projectnps.com), does it for you.
It gathers that feedback on a monthly basis and provides project managers - and executives - with anecdotal evidence of the things to be retained and the things required to change in order to improve performance.
This feedback has to flow in both directions, to the project manager and the project sponsor as only through two roles working together can success in projects be achieved.
As Jack Welch said: “You have no right to be a leader if someone who works for you doesn't know where they stand.”
What are you doing to provide regular, honest feedback to your project managers?
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