支招儿

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项目领导力阴阳平衡，软硬适度

作者：尉艳娟

来源：《项目管理评论》2018年第05期

“項目管理的目标不再局限于预算、进度、质量。项目若要产生影响力和持久价值，项目

经理需学会做项目领导者，包括制定战略、创新、激励、授权、开展合作。”苏珊娜·马德森

（SusanneMadn）如是说。

苏珊娜·马德森，国际知名项目领导力顾问、教练、培训师，英国项目管理协会（APM）

成员。在花旗集团、摩根大通公司等有过近20年的项目管理经验。“项目领导力学院”联合创

始人，曾出版图书《项目管理训练手册》（TheProjectManagementCoachingWorkbook）、

《项目管理中的领导力》（ThePowerofProjectLeadership，有中译本）。

苏珊娜·马德森认为，项目经理和项目领导者的主要差别在于：项目经理在管理任务，而

项目领导者在领导人。管理靠的是逻辑和权威，而领导靠的是影响力。苏珊娜·马德森发现她

身边的大多数项目经理太过于注重任务。她主张，领导力是通过提问、协同合作、倾听、给予

安全感等与成员建立关系。领导力技巧可以通过学习获得，秘诀是提升自我意识和情商。

苏珊娜·马德森强调，项目领导力有阴阳两面，“阴”是基于心的管理方式;而“阳”是基于脑

的理性管理方式。项目领导力不是非此即彼，而应做到阴阳平衡、软硬适度。

“压力山大”是项目经理工作的常态。苏珊娜·马德森建议，面对压力，项目经理应改变看

待压力事件的视角，设立工作界限，通过在业余时间投身爱好，来激发和恢复活力。

多数失败的项目往往一开始就失败了。采访中，苏珊娜·马德森特意为项目经理支招儿。

她说，项目启动初期，三点不容忽视：了解项目的重要性和商业环境;找出重要决策者并与其

建立牢固信任关系;与核心团队共同制定基本规则。

采访最后，苏珊娜·马德森特别提醒到，项目经理应避免逼着团队成员做事情。他们需要

增强影响力技能，与项目团队成员建立更高层次的信任关系。人都喜欢被欣赏，排斥被管得太

死，项目经理应避免“微观管理”，只关注目标和产出。

Interview

You’？

SusanneMadn：Intoday’s“moreforless”culture，theexpectationsofprojectmanagement

anddeliveryarenolongerlimitedtobudgets，jectstomakeanimpact

andhavelastingvalue，projectmanagersmustbeabletostrategize，innovate，motivate，

empowerandcollaborate;inotherwords，ThePowerof

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ProjectLeadershiphelpsprojectmanagerstransformintoaneffectiveprojectleadersbyshiftingtheir

managerialmindtintooneofinspiration，kdescribeswhatgood

projectleadershiplookslikeandexplainshowtomakethetransitionusingtangibletoolsand

strategies.

Fromyourperspective，whatqualitiesdistinguishaprojectleaderfromaprojectmanager？

Whatarethecretstomakethetransitionfromaprojectmanagertoprojectleader？

SusanneMadn：Agoodprojectmanagerissomeonewhoisrationalandlogicalandwhois

goodatproducingatofproductsandrvicesinapredictableway，ontime，onbudgetandtoa

ctleaderissomeonewhoisgoodatttinggoals，makingimprovements

toexistingway

projectsuccessfully，

wearestuckinmanagementside，itmeansthatwerelyonlogicandauthoritytogetworkdone.

Whenwebegintoactmoreasleaders，webegintorelyoninfluence.

MostprojectmanagersIworkwitharetootask-orientedanddon’tunderstandthatleadingpeople

isn’shipisaboutengagingthroughquestions，

workingcollaboratively，’salsoabouthavingtough

ojectmanagershaven’tbeen

taughthowtodothat，andthebiggestshortcominginmyviewisinterpersonalskillsandemotional

intelligence.

Leadershipskillscanbelearntwithconsciouffortandadesiretocollaboratewithclientsand

“cret”isforpeopletodeveloptheirlevel

nbedonebyattendingleadershipworkshops，

readingleadershipbooks，studyinghumanpsychologyandworkingwithacoach.

oupleaelaborateonthat

point？

SusanneMadn：Yinsymbolizessuchfeminineelementsaslistening，supporting，coaching

tiveyin-leadersrespectpeopleandareeagertoknowwhatdrives

endone-on-onetimewithteammembers，helpingthemtogrow

egoodatpraisingpeopleforajobwelldoneand

willoftenaskwhattypeofhelptheindividualneeds.

Yangsymbolizesthemasculineelement，whichischallenging，-

veastrongnofdirection.

kchallengingquestions，holdpeopletoaccount

easrtiveandpushtheteamtodelivertothebestofits

abilityandexpectnothingbutexcellence.

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Wecouldsaythatyinisapredominantheart-badapproach，whereasyangisapredominant

rationalorhead-badapproach.

mbersneedbothfrom

tosupportandenablepeopletoleadontheone

hand，whilstontheotherchallengeanddriveresults.

nagershaveapreference

foreitheryinoryang，swhohavealotof

yang，andverylittleyin，mandalotbutdon’tgivethe

teamthecurity，therhand，whenleadersonly

uyin，theyruntheriskofbeingtoosoftandniceandsupportingpeoplewithoutlookingfora

return.

Projectteamsneedthedynamictensionofbothyinandyangandleadersneedtoreconcilethe

shipisnotabout“either/or”butabout“and”.Wemustbeenablingandforceful;forgiving

anddemanding;flexibleandtough;supportiveandchallenging.

Howcanprojectleadersfreethemlvesfromtoomuchstress？

SusanneMadn：It’struethatworkingonprojectscanbestressfulwithloomingdeadlines，

projectleaderscanincreatheirabilitytocope

withhigh-pressureenvironmentsistochallengetheirperceptionsoftheeventsthatstressthemandby

ttingpersonalboundaries.

Theycandothatbyaskingthemlveswhatsomeoftheirbeliefsarethatcauthemtobe

believethattobeagoodprojectmanagertheyhavetoworkashardas

possible？Dotheyfeelthattheyhavetobeperfectandalwaysincontrol？Thetrickistoinrtsome

newbeliefsinsteadoftheoldones，suchas“Betweenthehoursof9to6Idomyverybesttolead

6pmIallowmylftoswitchoff，toreenergiandtofocusonmyownneeds.”

I’dalsoliketomentiontheimportanceofspendingmoretimedoingwhattheyloveandwhat

worktoomuchorworryaboutwork，itdrains

usfromenergy，effectiveproject

managementleader，othatby

reenergisingourlvesduringoursparetime.

Whatshouldprojectmanagerspayspecialattentiontoduringkickoffofaproject？

SusanneMadn：Thereisarangeofthingsthatprojectmanagershavetopayattentiontowhen

kickingoffaproject.I’llhighlightthreeitemsherethatIfeelareoftenoverlooked.

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Thefirstareathatneedsspecialattentionistofindoutwhytheprojectisimportantandto

jectmanagerisnotresponsibleforthebusiness

ca，butit’yprojectsget

kickedoffwithoutaclearobjective，rationaleorbenefitandwhenitlaterrunsintotrouble，itcan

nderstandingthebusinesscawillmakethe

projectmanagerbetterabletomakedecisionsandsteertheprojectintherightdirection.

Thenextitemistounderstandwhothedecision-makersareandtobuildstrongrelationshipsof

tmanagersneedtoaskthemlveswhothemostimportantdecision-makersare

’salsoimportanttounderstandwhoshouldbeon

thesteeringcommittee，asthemostniordecision-makersneedtomeetonaregularbasisto

provideexecutiveguidancefortheproject.

ojectsdon’t

getcomple

fundamentalproblemisthattheprojectmanagerhasatofexpectationsthathaveneverbeen

arulebookthatnoonehashadinputtoisarecipeforconflict.

Thebestwaytocreateaneffectiveandharmoniousprojectteamisfortheteamtoproduceacommon

’snotfortheprojectmanagertot

n’tmatterwhattherulesareaslongasthey

havebeencollectivelyagreedandworkforeveryone.

Asprojectmanagers，theyavoidchasingteammembers？

SusanneMadn：Youarerightthatmanyprojectmanagersfindthattheyhavetochapeople

togetworkdone，ceistostrengthentheir

influencndothat

throughcollaborationandinclusionandbyacceptingthattheirrelationshipwiththeteamshouldn’tbe

istoshowempathyandtotakeagreaterinterestinthepeopletheyare

vetofindoutwhattheteammemberlikesthemostortheleast

sbuiltandearnedovertime

bylistening，sharing，’salsobuiltbyinvolving

peopleintheworktheydo.

Anotherthoughtisthatmostpeopledon’

tmanagers

won’tbeabletoprovidepeoplewithultimateautonomy，buttheycanavoidmicromanagingteam

mouldagree

withpeoplewhatagoodoutcomelookslikeratherthandefininghowtodoit–lwe

measurethatthetaskhasbeenproperlycompletedandhowwillwemeasureprogressalongthe

way？Whentheprojectmanagersagreetheparametersupfrontwithteammembers，theymake

peoplefeelpartoftheprocessandstrengthenbuy-intotheproject.

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