Managing the team
Strengths and weaknesses
Programme managers are often expected to have a superhuman range of skills and competencies.
You are for instance responsible for both leading and managing the team. These are very different tasks, requiring very different skills and competencies.
For your own health and ultimately that of the team, it is worth:
- Reflecting on what are your own strengths and weaknesses
- Identifying where your weaknesses can be complemented by the strengths of other team members
- Trying to address gaps in the team as a whole through recruitment
Rapid self/team assessment tools are available – e.g. Myers Briggs
Changing requirements
Every manager has a management style which they feel most comfortable with: some prefer to be directive, others prefer to delegate, while others prefer a more participative approach.
The early stages of an emergency response, however, may for instance require a more directive style while a more participative style may be more appropriate later.
The challenge for you as a manager is see when and how far you can adapt your style to the needs of the situation.
Support
Managing is stressful and it may be difficult or inappropriate to seek support from those you are managing.
Peers in other organisations may well be an alternative source of support and advice.