7 March 2010

Hello David,

I echo your comments in the editorial and the findings by Amabile and Kramer.

Until recently, I managed a team of 25 Project Managers who were responsible for changes to a well-known UK Airport authority. Between the team we had in excess of 800 projects open at any one time. It took me a good 18 months + to put in place process and governance to be able to support these numbers. My attrition rate was zero and I turned around a cost centre to a team over-recovering. I put this down in the majority to me taking on the role of an “enabler” i.e. I maintained the progress of the projects. Any barriers thrown up intentionally or not were quickly removed and process put in place to mitigate. This function was really appreciated by the whole team as it enabled them to work and to feel that they were delivering. I think it is surprising how many Managers don’t recognise the importance of being an enabler.

Another comment you made was encouraging the team. As a Programme Manager I was responsible for hiring the majority of the team. I ensured that there were no “Prima Donnas” in other words everyone worked extremely well together, no individuals. I introduced a buddy system (yes I’m a diver) that had new team members work closely with someone who knew what to do in the team. From the outset, this encouraged teamwork.

I would also say that involving my team in some of the decision making made them feel a part of the overall solution as well as feeling that their comments were valued.

And yes, the only time that I got involved in discussing pay rates was when I raised the subject…………how cool is that!!

Great article!

Kind Regards

Bob Gerrard MIET MBCS
Managing Director
Robert Gerrard Consulting Ltd
Wiltshire, United Kingdom

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