The high cost of not managing — Part 1

  1. A project manager who does not share information to a team member is not allowing that team member to perform their responsibilities to the best of their skills and expertise.
  2. If a project manager makes the decision to complete a task that affects a team member’s scope of work, it is communicating to the team member that their contribution or area of work is not valued. Anyone can essential do their job.
  3. And when a project manager assigns a task but doesn’t follow up with next steps, then team members are left stranded to figure out how to coordinate amongst themselves, not knowing if it aligns with their company’s best practices or if it’s what their project manager would want.
  1. Every team member must understand their role and responsibilities for the specific project. This is especially important when coordinating with consultants. Every team member must manage their time, and knowing what they are to do and ultimately deliver is important.
  2. A project manager who withholds information and gives baseless assignments to keep a team member occupied, in order to hold onto creative control, is not respecting the person(s) on their team and manipulating someone’s professional development. It’s an abusive practice that is common among toxic managers.
  3. When team members are given busy work in order for the project manager to spend time working on the project independently, it is informing the team that their time is not valued and their only purpose in the company is to offer administrative support.
  1. Under the disguise of mentorship, a manipulative project manager will load up one team member with work assignments and offer no support, while leaving another team member with nothing to do. This tactic is multifold in creating a display of favoritism, pitting team members against each other, but ultimately, it’s for the project manager to get what they want, which is controlling the direction and outcome of deliverables.
  2. Project managers who are guided by being in control will misdirect team members in order to not have another voice influencing the project. Whether unconscious or intentional, misdirection stalls progress and harms team morale and trust.
  3. In this current awareness of needing more diversity and inclusion in the workplace, it’s not uncommon to have someone in a position of authority to not only misunderstand their own prejudices but to place their own struggles and career needs as priority over the goals of their team members; without understanding their own privilege, insecurities, and biases.

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