Managing long-term, multimillion-dollar projects that involve dozens of people and several workgroups is a complex challenge, and things are bound to go wrong. How managers respond to problems has a direct and measurable impact on both the employees and the project.
Researchers Margaret Greenberg, president of The Greenberg Group, and Dana Arakawa, a program associate at the John Templeton Foundation, asked employees:
· “When a problem crops up on my project, is my project manager able to help me come up with solutions?”
· “What steps does your project manager take when such a problem arises?”
Here’s what they found:
· Managers who maintain a positive perspective don't turn setbacks into catastrophes.
· They don't fly off the handle; they control their emotions.
· They recognize what's within their sphere of influence (and what's not).
· They see and discuss the problem as an opportunity.
· They provide a solution-oriented perspective.
Greenberg and Arakawa also discovered that managers who maintained a positive perspective when things went awry experienced greater project performance.
Managers who scored in the top quartile for positive perspective (as reported by their employees, not self-report) had significantly higher project performance than those in the bottom quartile.
Reflect on how you as a manager and leader can implement positive leadership by practicing these behaviors:
1. Focus on and work with people's strengths.
2. Improve the frequency with which you give praise and recognition.
3. Respond with your best game face when the going gets rough.