Role Models have Real Impact

Project teams bring together several people to plan and deliver change. Some are experienced project professionals, some are subject matter experts, and some are taking a leap into an unknown workspace.

One thing they all have in common is the choice to be a good or bad role model.

Here is a story about an organisation investing in strategic change to modernise the workplace and stay competitive in an ever-changing digital landscape. Let’s call the two project managers, Sarah and Tom, who had different teams working on this massive program of work.

Sarah was a shining example of a good role model. She was empathetic, always making an effort to understand her team members’ needs and concerns. She was known for her excellent communication skills, which helped her articulate project goals and expectations clearly. Sarah also had a strong sense of accountability and integrity, taking responsibility for her actions and decisions while fostering a culture of ownership within her team.

Sarah’s team thrived. They were motivated, engaged, and committed to the project’s success. They appreciated Sarah’s transparency, which built trust among team members. Sarah’s ability to adapt and respond effectively to setbacks allowed her team to navigate challenges with resilience. She encouraged a continuous learning mindset, and as a result, her team members were always eager to develop their skills and share their knowledge with one another.

On the other hand, Tom was a prime example of a bad role model. He was often distant and unapproachable, making it difficult for his team members to communicate with him. Tom’s lack of emotional intelligence led to misunderstandings and conflicts within the team. He often delegated tasks without providing clear instructions or expectations, leading to confusion and inefficiencies.

Tom’s lack of accountability and integrity resulted in a blame-oriented culture within his team. Whenever there was an issue or setback, Tom would quickly assign blame to someone else instead of taking responsibility and finding a solution. This behaviour fostered a toxic work environment, causing team members to become disengaged and demotivated.

As the digital transformation program progressed, it became increasingly apparent that Sarah’s team was achieving milestones on time and within budget, while Tom’s team struggled to keep up. The contrast in team dynamics and performance caught the attention of the executive sponsor, who decided to intervene.

They organised a series of workshops and coaching sessions for Tom to help him improve his leadership skills and become a better role model for his team. They also assigned a mentor to work closely with Tom, guiding him on his journey to become a more effective leader.

Over time, Tom began to understand the importance of being a good role model. He started to practice active listening, empathy, and clear communication. He embraced accountability and worked towards fostering a culture of ownership within his team. Gradually, Tom’s team began to show signs of improvement, and their performance started to catch up with Sarah’s team.

The story of Sarah and Tom serves as a reminder that the impact of being a good role model cannot be underestimated in a project environment.

Good role models can inspire their teams to overcome challenges, learn, and grow together, ultimately leading to project success. On the other hand, bad role models can hinder progress and create a toxic environment, jeopardising the project’s results. It is crucial for all project team members to express the qualities of a good role model and continuously strive to improve their project leadership skills to ensure the success of their teams and projects.

As you look at the differences of a good and bad role model, can you identify yourself or others in your project team?

What is something you can do better tomorrow?

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