What do you do when you make a mistake? Do you learn from it and move on? Do you try to correct it but then you make it again?
In LSP production manager’s line of business, there are specific errors that, if made, should be a lesson once learned, always remembered and never repeated.
When a high-profile client sends a project and your project management team has a pool of freelance translators, do you inspire your team to go with the professional language services provider that matches this project’s requirements?
Working with a pool of freelancers on this one big project, your project manager spends the whole working day focused only on this one job, juggling questions, potential problems and endless tasks, instead of being able to focus on more than one project. You lose this project manager for the day, instead of being able to use this person’s skills and expertise for more jobs that also need to be managed.
If your project manager could delegate this high-priority job to a dedicated project manager at an RLV or SLV, and they could handle more than one project because all the tasks and possible questions got resolved for him at the RLV/SLV level, wouldn’t that make your team’s jobs easier and your goals easier to reach?
Imagine this: your team increases productivity, you have your goals met, there are no delays and profitability numbers rise. Be flexible in your ways and inspire the same in your teams. If you fail, correct it and never do it again. You will see the results very quickly.
Have you ever had a client who had unrealistic expectations? What did you do?
As professionals, you and your team know what is right and what should be straightened out for the good of your client.
And somehow you fail to motivate your team to say “no, it should not be done this way as it will badly hurt the entire project”. Instead of saying that, they try to please the client at all costs. Their failure to communicate the hard truth to the customer is your responsibility.
Lack of fearless communication, at any level of the business, leads to consequences like missing deadlines, unacceptable outcomes, damaging the relationships and the company's reputation.
Motivate your teams to lose fear and say what they know with confidence in the client’s and the company’s best interest.
It’s no secret that project managers have their favorite vendors to whom they allocate most of their projects. And it is very often a habit. It can become a bad habit, though. As long as the usual relationships work and the jobs are done as they should be, there are no issues there.
Do you, however, coach your project managers to leave their comfort zone and be open to new solutions?
If they ask their vendors “do you work with this tool” and they reply “no, but I can learn”. Or, do you encourage them to work with a project manager at language translation services that will say “yes, I do, when do you need the files?”? If no, then this is an error to correct.
Habits are what make us feel secure. But this can often be a false sense of security.
Show your project managers that changing habits and adjusting them to the situation is beneficial for their development, their productivity and their achievements. You will see yourself reaching yours and your teams’ end goals with fewer headaches and more time to live your lives.