■ To elicit support not only from your boss but also from your
colleagues and subordinates – you need to build a coalition
in which everyone shares equally in the belief that the project
is worthwhile.
■ Courage – to take calculated risks and to weather the storm
when the inevitable setbacks occur.
■ To be good at getting people to act – mobilizing people to
contribute fully to the project means using a participative
management style.
■ Power to mobilize support and resources and to achieve
results.
■ The ability to handle interference or opposition to the project
- resistance can be open, but it often takes a passive or covert
form: criticism of the plan’s details, foot-dragging, late
responses to requests, or arguments over allocation of time
and resources among projects. Covert resistance can be the
most dangerous.
■ The force of character to maintain momentum, especially
after the initial enthusiasm for the project has waned and the
team is involved in more tedious work.
54 How to be an Even Better Manager