Large companies are often faced with a major challenge when it comes to projects: how to ensure that members identify with them, personify them, live them and carry them emotionally.
The most direct answer would be to say that the project must be sufficiently interesting and self-sufficient for the people involved to support it. Naturally, this is a bit short-sighted and, above all, inaccurate.
To put it simply, first, a member of the company’s senior management must be the real ambassador for the project, talking about it enthusiastically, encouraging the teams and the beneficiaries of the project and acting as an advocate for the cause with the board of directors, even when clouds gather, or challenges arise.
In many cases, projects go well, even very well, thanks to the technical skills and the various internal and external networks, but they often lack the real ‘soul’ to make them unique, unforgettable and convey a message.
How many projects have I seen or taken part in that were successful, but left me with no real satisfaction or sense of belonging? Without getting into a philosophical debate: do company managers really want this ‘attachment’ to a project? Having observed some of the reactions and heard some of the comments made by senior managers, my answer is clearly ‘no’, even if it is distressing.
What makes the difference between success and excellence is the soul, the heart, the spirit, the human commitment that you put behind your actions. Behind every technical measure must always be some form of humanity and personal or shared satisfaction if the result is to exceed expectations.
There are many examples to illustrate this point:
• The brilliant surgeon recognised by his peers, but with the empathy of a goldfish.
• The concierge at a hotel who responds perfectly on a technical level but considers you ‘negligible’ because you don’t directly correspond to the hotel’s standards.
• The director of a real estate project who limits himself or herself to a rational and technical approach without knowing - or wanting - to support his or her teams and encourage them on a relational and emotional level.
• And many others…
How can we improve this situation, which is often invisible to the uninitiated? For major projects, the first step is to appoint a charismatic project manager, not necessarily the line manager or the most technically capable person, but someone who embodies the project, who is prepared to carry it forward and defend it.
The next step is to support the project with actions that motivate the project team and enable them to identify with it. In the end, it’s important to ‘feel’ the project at all times, thanks to a strong presence and a willingness to listen to the teams.
While maintaining the necessary distance and allowing team members to work in an entrepreneurial way, you can detect strengths and weaknesses, hitches and successes, and take advantage of them for the good of the project when you are amid your troops. Teleworking doesn’t work in this field…
We hope you enjoy taking part in these great projects.
Good reading, see you soon and Happy New Year !