It is obvious that this is a problem for any role and level, but from the perspective of a project manager, who most of the time finds himself having to "manage" the internal resources of his team, and the relationship with the client's team, the risk of misunderstandings represents a truly critical aspect . All it takes is a moment of absence from... the base camp and a message does not arrive, or is unclear, or even a typing error can occur that changes its meaning, and immediately you risk blocking a process and losing several hours of work.
The human side, however, is not limited to this, because we all know that the management of relationships and connections, both internal and external to the company, can determine the success or failure of a project, and it is right that everyone has their own way of interacting and relating to people. However, it is also essential to worry about understanding the needs and problems of others as best as possible , in order to be able to meet one another and find the best solution for everyone; it is probably utopian, but with small gestures, a lot of things really can change.
For example, I have realized that you encounter difficulties, even physiological ones, when you take over a project from a colleague who has to leave that activity. It is normal that previously created relationships are difficult to replace, let alone when a client finds a 25-year-old boy taking over from an experienced Project Manager with whom he has set up an entire project: it is almost impossible to replace him completely.
However, I realized how, after meeting the client in person, perhaps managing a SAL in person list of telegram users in denmark with which to get to know each other in person and discuss together different aspects of the project, effectively eliminating the barrier of digital and video calls, the fact of creating a human moment of sharing and comparison and of becoming familiar has significantly changed the relationships with the clients, increasing trust and cooperation.
Why Hybrid Work Is PMs' Savior
It's also true that hybrid work can be a really great sidekick for a PM .
It is impossible not to consider how much it offers the possibility of maximizing productivity and speed for process development. Hybrid work allows a PM to optimize time for himself and his team to the fullest, creating a work environment where response times are reduced to a minimum . This involves the possibility of intervening promptly on any project activity that requires greater attention, and of involving an expert at any time who can support the entire team in the advancement or improvement of a specific part of the project.
It is also true that hybrid work does not mean working only remotely, so, also based on the imprint decided by the company on the working method, whether office-first or remote-first (as explained in the article Hybrid work: what it is and why companies should seriously consider it ), the PM's mission must be to find the right balance between productivity and optimization of remote processes and involvement of team resources in the office , to avoid leaving anyone on the sidelines of a project.
Also because, after all, we all know it: most of our best ideas come to us in front of the coffee machine.
