Who's cheering for you?
I'm choosing to start by raising a topic less quantifiable in the carefully tracked and measured world of the Project Manager. I recently came across an effective way to conceptualize what truly motivates people, and why we think the way we think and do the things we do. A condensed interpretation of an MCN article by Mark Barnes follows.
Essentially each of us has a cheering section in our heads, passing judgement on everything we do (a kind of Freudian 'super ego'). It is made up of influential people in our lives from birth to current events; typically mother, father, siblings, teachers, friends, mentors and heros, but also bullies, old bosses, your arch enemy and other 'frienemies'. Further, they all manifest your own distorted impression of themselves and the world, comprised of how you believe that they would respond. The folks occupying these bleachers witness your every thought and action and respond according to your perception of their point of view, with cheers or jeers. When you screw up, they're there to remind you; another Nelson Muntz "ha-ha!" to add to the humiliation. When you perform well, they go wild - who doesn't want to hear that? The thing is - you Care what they think, despite all other external cues.
This internal rabble is by far more influential than any external audience could ever be. We've all witnessed someone exhibiting (so you perceive) bizarre behavior or annoying those around with loud music, cell phone conversation, careless driving, etc. While bothering you, their external audience, they are receiving positive, reassuring validation from the audience in their head. There are as many different cheering sections as there are people (heads) on earth, and each marches to his/her own - it is because you can rarely accommodate the unique make-up of someone else's team bench that people have differences and disagreements. Even logical and/or carefully presented arguments can be abruptly over-ruled or dismissed by your internal American Idol Panel.
This is also why when a risk-taker approaches a cliff, his/her cheering section applauds while that of the risk-averse boo and disapprove (leading to inevitable actions). One typically revels in the approval and thumbs their nose at detractors, then acts accordingly.
Communication and motivation skills are cornerstones of effective project management/leadership. The work environment dictates acceptable operating norms to which most adhere in order to get along, keep their job, acquiesce to corporate standards, etc. When working with project team members who seem to consistently think and react differently from you, keep in mind the silent presence of voices shouting from their bleachers. Cut them a little slack. Pause long enough to consider what might be motivating them beyond the mixed priorities and pressures of the day, and continue to seek acceptable compromise - one that allows them (and you) to appease those within. You know when you screw up or fall short of your expectations - it is
your internal audience that just passed judgment and now demands
restitution. And when you achieve greatness, take a well deserved bow (in your head) to the only real audience that matters.
