-
I’m a Leader… I Want to be Alone
May 24, 2012
-
Two Types of Workflow: Software and Human System
May 24, 2012
-
10 Benefits of a Project Management Software System
May 24, 2012
-
Spotting a Failing Project: 9 Warning Signs
May 23, 2012
-
Values of Effective Project Managers
May 23, 2012
-
Calm in the Eye of the Storm
May 23, 2012
-
Management by Heroics
May 22, 2012
-
Project Planning for Project Sponsors: Why You Need To Be Involved
May 22, 2012
-
Lost in Projects - Integrated Project Management
May 22, 2012
-
10 Warning Signs that Your SharePoint Implementation May Be Heading for Difficulty
May 21, 2012
Understanding Authority Levels
May 25, 2007 | Author: PM Hut | Filed under: People Issues
Understanding Authority Levels
By Thomas Cutting
The purpose of authority is to accomplish the goals of a project or organization. But authority is a slippery thing. This is especially true for a consultant. On one assignment you are the program manager over several projects and the next you might be reporting to one of your former project managers. Keeping that perspective helps you refrain from abusing your power.
Here are a couple of other things I have learned about authority.
No Respect. Project Managers generally have no direct authority, especially in a matrix environment. The only real authority you have is either given to you or earned.
Take as much as you want. Many people are willing to give up authority if you are willing to do the work that goes with it. Obviously there are limits, especially in organizations based on authority and when dealing with power hungry individuals, but in general you will find this true. The key is to pick and choose the responsibilities that will help your project be successfully. One overlooked but powerful position is meeting ownership. If you can control the agenda and minutes for a meeting you hold a strategic place. It may sound boring but deciding what is discussed and being able to steer the conversation where you want is powerful.
Positional Authority. This is probably the weakest form of authority, but is usually the most abused. Its weakness comes from the fact that it isn’t always deserved, doesn’t necessarily come with respect and can be taken away as quickly as given. That doesn’t mean it isn’t useful. As a project manager, your Charter or other defining documents give you the authority to run the project. Use it with respect for individuals and it can help you move obstacles.
Referent Authority. This includes things like your charming character and charisma but it also includes authority based on a higher level manager. Essentially this amounts to name dropping but it is effective. I find that if an email starts by saying the VP of Finance asked you to follow up on something it will probably get a faster response than if just ask nicely.
Coercive and Reward Authorities. The use of punishment and positive reinforcement are two types of authority that can be effective. The possibility of a better project, more pay or a new job title can encourage people to put in extra effort. Demoting or taking privileges away can correct help bad behavior or encourage people to seek employment elsewhere. The problem is that these only work until you’ve ticked your team off or you no longer have anything to offer.
Expert Authority. If you can earn the respect of your team and management you have the highest level of authority anyone can achieve. No, I’m not talking about the respect that Al Capone had by roughing people up. Respect is earned by successfully managing projects and treating people right. Real respect makes people want to work for you because of your abilities and it makes your team want to you to be successful.
Whatever authority you are wielding, remember to use it for good and not evil.
Thomas Cutting, PMP is the owner of Cutting’s Edge (http://www.cuttingsedge.com) and is a speaker, writer, trainer and mentor. He offers nearly random Project Management insights from a very diverse background that covers entertainment, retail, insurance, banking, healthcare and automotive verticals. He delivers real world, practical lessons learned with a twist of humor. Thomas has spoken at PMI and PSQT Conferences and is a regular contributor to several Project Management sites. He has a blog at http://cuttingsedgepm.blogspot.com.
Related Articles
No comments yet.
feel free to leave a comment
Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!
XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>
All fields marked with " * " are required.
- Agile Project Management
- Ask the Hut
- Certification
- Change Management
- Communications Management
- Computer Based Information Systems
- Concepts
- Corporate Transformation
- Cost Management
- Critical Chain Project Management
- Delegation
- History
- HR Management
- Implementing Project Management
- Integration Management
- Lessons Learned
- Management
- Miscellaneous
- People Issues
- PMBOK
- PRINCE2
- Procurement Management
- Program Management
- Project Lifecycle Phases
- Project Management Advantages
- Project Management Advantages
- Project Management as a Career
- Project Management Best Practices
- Project Management Charts
- Project Management Definitions
- Project Management Ethics
- Project Management for Beginners
- Project Management Guides
- Project Management Musings
- Project Management Office
- Project Management Proposals
- Project Management Templates
- Project Portfolio Management
- Project Workforce Management
- Quality Management
- Requirements Management
- Risk Management
- Scheduling
- Scope Management
- SCRUM
- Soft Management
- Time Management
- Training
- Uncategorized