As explained in my last article: Knowing that everyone has a preference for their time and project management has freed me.
This seems obvious, yet the majority of the project and time management books seem to all present things the same way. Project management is presented as a fixed science. Tools and methods are shared as being good for everyone. They never highlight the fact that we all have preferences. Some tools may not suit our personality.
Our temporal personality is not taken into account in these formations. For some of us the methods work, but for others we have the feeling of being incompetent in the matter of time and project management.
Personalities, Project Management Perspective
There are an infinite number of viewpoints and variations, but the most important thing is to understand what creates the polarities, the fundamental axes of our profile. Awareness of our preferences is key to move further and faster in achieving our goals. It also helps to choose the right management tools.
This article will be supplemented by 3 others, since there are 4 polarities, trend. Before you start reading this article, make sure you have read the introductory article on Project Management Perspectives.
And remember you are potentially all these points of view depending on a specific situation. It is therefore important to understand the 4 to know how to navigate and adapt according to the situation.
Are you sometimes the Developer of Strategies?
You have the ability to have a conceptual view of the project.
You have a personality perfectly suited to have long-term visions, where you have to identify the elements by piece, create sequences without too much concern for details.
A little information from your perspective will not easily influence your plan. In fact, you don’t really see these little details; it’s often the others who share them with you.
Small details will often not be part of your analysis and certainly not of your organization. They serve very little overall purpose, and most importantly, you don’t pay much attention to them. And this for several potential reasons:
you have a lot of information to manage
you are not interested
you are blind to information because you lack sensitivity or knowledge or skills
You have observed top level trends that few details can really influence the big picture. Note that the big picture is much more important to you in this situation.
You are calm, more stable than most of your colleagues!
You are of a calm nature in general and only a big detail will deserve to pay attention otherwise, you keep the plan. A new information no problem, we will look at it when the time comes. Because everything in its time, and right now you are doing something else as important. To change your condition, it takes a great urgency depending on the point of view of others around you.
So you are from the point of view of others very difficult to influence and react to. You will most certainly react to emergencies, but it is rare, this is not your preferred mode of operation.
You don’t understand those who often change their plan, or those who are always worried about details. According to your observation, these are details so they have no major influence. Most of the time you are known to stay on course and not be easily influenced.
You are excellent at planning and creating strategies, and not being influenced by everything that happens along the way. You are calm when others are often stressed.
You are perfect for creating processes and defining milestones. If you have a good memory, it’s very easy for you to create a long-term plan, because you’ve learned from other projects and you’ve understood the trends.
You may even have observed trends in others of what makes them successful. Seeing general trends can become second nature when you use your memory and your sense of pattern observation.
Have to pay attention to your judgment on other profiles
In an environment where people are constantly adapting to new information, you may have a tendency to think of them as unprofessional, or too suggestible, a bit like weather vanes.
You may even find them unable to follow a plan to achieve a result. For you, they are unable to prioritize or focus.
You may even doubt their judgment in making relevant decisions, but they certainly see things that you don’t have access to and they can react more quickly in certain situations than you can. They have other ways to achieve their objectives. It’s just that they are not necessarily aligned with your way. That does not mean they are less professional or less competent.
Small Details That Make a Difference
Since you have considered the important elements according to your analysis. The little details brought by others may not speak to you and seem superfluous. And even, you might think that these people can’t see the big picture through the details. You could even conclude they haven’t done the 80/20 analyses.
You may also have difficulty understanding what others see as important. Be careful sometimes a little detail for you may be more important than you think.
Remember, these small details can come from a frequency that you are not yet very sensitive to. Your view of the details is simply limited compared to an expert who will know that this detail could completely influence the plan if it is not taken into account.
A simple solution is to add “Gates” to the plan. These “Gates” are there to take all detail into account. The advantage of adding “Gates” and identifying those details that you don’t think are important will allow for more collaboration and confidence in the plan. You’ll get a better buy in.
It is important to trust others who have perceived and understood the importance of detail. We must not be afraid of these details, which you think may not happen and will not have any influence. Avoid trying to dismiss them too quickly by saying sentences such as :
you worry for nothing
This will not happen
it is too complicated
you see fires and problems where there is none
Accept the information, welcome it and then judge its importance on the whole. Acknowledge and receive information then defines how you’d like to include it. This step is crucial for the development of an effective and innovative team. Everybody should be able to contribute. As suggested above adding “Gates” to the plan to take into account shared risks.
Sometimes it is even good to delegate the observation of its details to those who see them and to ask them to make the summary and bring you the important elements in order to create these Gates and associated action plan.
You have to surround yourself with people you trust who see what you don’t see. We must remember that it is not because we do not see that it does not exist. And just because you can’t see doesn’t mean you’re any less intelligent. You have access to another point of view, which is what creates your personality, your colour. Your perspective allows you to make overall plans.
And remember you are potentially all these points of view depending on a specific situation. It is therefore important to understand the 4 to know how to navigate and adapt according to the situation. I invite you to go read the next profile and identify in what type of situation you are of the developer of strategies.