Managing the Project Interfaces 197Managing the Management Interface
It probably goes without saying that this particular interface is
important to your future. The way you deal with organizational
management forms the basis of their impressions of you and
your potential for advancement within the organization.
Interfacing with managers—upper management in particu-
lar—can be challenging at times. They’ll continually provide
input, direction, and feedback throughout the project.
Unfortunately, not all of those managers will consider your per-
sonal and interpersonal needs as carefully as you consider the
needs of those you direct. Consequently, you may receive input,
feedback, and direction:
- When you aren’t expecting it
- In a form you may not comprehend
- That you do not agree with or you feel is in error
- With little explanation or justification
- Without concern for your buy-in or commitment
- Without regard for your feelings or self-esteem
- That you may find personally or professionally offensive
What can you do in negative situations like this? You must
maintain control at all times, while ensuring that communication
channels are clear and concise.
The box on the next page offers some general suggestions
for dealing with these kinds of negative interactions—and a cou-
ple of positive ones. As is true with situational leadership, your
ability to vary your style and react appropriately is vital to
maintaining a healthy long-term relationship with the manage-
ment interface.
Developing Mutual Expectations
One of the most beneficial and yet neglected activities in project
work is taking the time to clarify mutual expectations with stake-
holders. Many people assume that they’ll automatically know
what all of the other parties are going to do, how they’ll behave,
and what they’ll deliver. Yet I’ve witnessed countless situations