PM Pointers: Managing Superstars

Part 5 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for managing superstars, who are often in need of TLC but it is not as apparent.

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PM Pointers: Managing a Team Member with a Personal Agenda

Part 4 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output out of folks who see the project as a way to achieve a personal agenda. In one way or another, these team members have no interest in doing what is best for the team, but rather what is best for themselves.

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man losing it at his desk

PM Pointers: Managing a Team Member with Personal Issues

Part 3 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output out of folks who have personal circumstances that are objectively more critical to them than work.

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PM Pointers: Managing a Team Member Who is Coasting

Part 2 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members who require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output from folks who lost interest in work because they expect to exit soon.

Coasters Need TLC, Too

Some project team members know their days of working for the company are counted. Some are coasting towards retirement. Some know their jobs will likely go away when the project is complete. Typically, they just stop trying. Without emotional buy-in, these team members are often more harmful than they are helpful.

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PM Pointers: A “Needy” Team Member Is a Project Risk

A solely results-oriented project manager (PM) sees every project as a personal opportunity to achieve success. On the other hand, some PMs see a project as a series of process steps where their individual role is simply to check boxes.

Neither of these approaches is effective.

To be a great PM, one needs an array of leadership skills. The most critical leadership skill required from project managers is genuine care about the project team members. If you genuinely care about individual contributors you can achieve extraordinary results.

TLC is a natural part of caring about people. Although some team members need more TLC than others.

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