Management qualities required of project managers and technical leaders

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This post was last edited by hesonchang214 on 2016-10-12 at 23:45. Everyone considers the roles of project manager and project technical supervisor in construction projects to be truly extraordinary! They are responsible for handling all kinds of construction, technical, and professional issues that arise during a project. Based on the timeline of construction projects, we have summarized the characteristics of their work today, and listed the following relevant knowledge points for both constructors and supervisors to learn from*: 01 Understanding the volume of work involved in a project. 02 Understand the difficulty level of working on each component of a project. 03 Have a clear idea of how much time is required to complete each component of the project. 04 Understand the work characteristics and strengths of colleagues, and assign tasks accordingly. 05 It’s essential to have clear division of labor, so that everyone knows exactly what they are responsible for. In this way, everyone has a specific sense of responsibility. External pressure is always uncomfortable; only one oneself knows how hard they must work to get the job done well. 06 There should be no gray areas in task assignment. A gray area is equivalent to a blank area; surely no one will do it in the future. 07 Strictly control the time milestones, ideally specifying each task and each individual. No one wants to work all night through the last two days and be completely exhausted, so it’s essential to keep things under control from the start – strict control! It’s necessary to determine what tasks need to be completed by each stage. Once missed, the unfinished work will be magnified. 09 Find a reference sample to provide everyone with a qualitative standard baseline: it must be better than this, and that’s the rule. 10. Often imagine better prospects with everyone, such as getting time off after completing a task or receiving extra bonuses if winning a bid. This can effectively relax the mind and, unbeknownst to one, improve work quality. Looking at plums can quench thirst; longing can boost energy. 11 Report the work progress and阶段性 achievements to the supervisor immediately, seek their advice, and avoid doing unnecessary work. As the saying goes, go all out at once; the second time, strength fades; by the third time, it’s exhausted. Wasted effort has the greatest impact on combat effectiveness and working condition. 12 Work hard in silence, you big fool. 13 Let the leader know what everyone is doing. 14 Let everyone know that the leader is aware of what everyone is doing. 15 Praise your colleagues’ work performance to let them know that you have confidence in them. 16 Let your peers do the work. Being involved in everything personally is not a sign of good leadership. If one is too critical, there is no way forward. 17 When teammates do well, one should not skimp on praise. 18 Use a consultative tone when expressing different opinions. 19 Often relays the leader’s praise to colleagues. Praise that is relayed is the most effective at boosting morale, even if some of it is made up. 20 If necessary, relay the leader’s criticism to your colleagues. When there are some irresponsible behaviors that one cannot tolerate but finds it inconvenient to address directly, one can use higher authorities to exert pressure, but this approach should be used with caution; if it causes discomfort, it should be mentioned only once. 21 Be honest with your peers and use fewer schemes and tricks. One mistake and you’re done for. 22 Offer help promptly when companions encounter difficulties. A small trouble, if left unresolved for too long, turns into an annoyance. 23 Don’t disdain to join forces just because the task is small. A small favor, done many times, becomes a big one. 24 Details reveal true feelings. In fact, there are no major issues in daily work anyway. 25 Work overtime with colleagues. Even if you don’t do anything, try to stay with them. Having a backbone to rely on makes it much better than working overtime by oneself. When encountering problems while working overtime, the greatest wish is to have them resolved as soon as possible. 26. Pay for the meal when working overtime. 27 Share your cigarettes with everyone as much as possible. 28 Don’t skimp on money that shouldn’t be saved. 29 Praise colleagues in front of leaders and the client to make them feel proud. 30 Praise colleagues in front of rendering companies, model companies, and graphic design firms to help them build their reputation. 31 When it’s time to stand up for your peers, step forward without hesitation; don’t let them be disappointed in you. 32. Don’t cause trouble for your superiors. 33 Try to report only good news and avoid bringing up bad news, hiding it from everyone. Leaders don’t like to hear difficult things. When there are truly unsolvable problems, one should not pass on the difficulties unchanged to the supervisor; at least a few solutions should be proposed for them to choose from. 34 Be confident when making decisions. If you have confidence in yourself, others will have confidence in you. 35 When it’s time to make a decision, one must act promptly. There must be authority; however, it must not be abused. 36 Do not make hasty decisions when it is not appropriate to do so. It can never hurt to ask for more guidance; even if something goes wrong, there will be someone to help you sort it out. Otherwise, things will really get out of control. 37 When effect visualization companies, modeling companies, and graphic design companies do a good job, praise them without hesitation. Make them happy to work for you. 38 One must have the determination to show a stern face when necessary. Speak with weight, even if it means being a bit harsh; otherwise they will look down on you and think you’re easy to manipulate. 39: When giving a slap, don’t forget to follow it with a sweet treat. Appropriate pressure often leads to good results, but one should not let people work for you out of emotion. 40 When praising someone, be sincere; even compliments should be expressed properly. 41 Be moderate when criticizing others. If you rush others and then drop the task, you’ll have no way back. 42 Regardless of whether their work is good or not, their efforts should first be recognized. Life is not easy for anyone; when speaking and acting, one must be reasonable as well as compassionate. 43 When saying something you’re not very* used to, it’s best to rehearse it first. 44 There are some key words that you should say to yourself before speaking them out. See how you feel after hearing it; don’t be overly idealistic, as words once spoken cannot be taken back. 45 Be brave enough to take responsibility, but don’t take it blindly. Putting up with some hardships can sometimes help work proceed smoothly; the bigger picture should always be given priority. 46. Don’t say anything that’s unnecessary or superfluous. 47 When you don’t know what to say, just say nothing. 48. When you have no idea what to say, but still must speak, simply ask back: “What do you think?” 49. When you have no idea what to say and must speak, but it’s inappropriate to ask others for their opinions, silently hand out cigarettes to everyone and then light one for each person. When the smoke blurs each other’s faces, we continue to say nothing. 50 When commenting on something, one must start with something positive. 51 When hesitating about whether to do something oneself or have someone else do it, first consider what impact not doing it will have on you; if it will affect you, then act without hesitation. 52 It’s okay if one’s level isn’t very high; being serious and responsible is what matters most. Being serious and responsible is actually easy to achieve, but in today’s work environment, these two qualities are the hardest to attain. Leaders would rather choose someone with lower skills but who is definitely diligent and responsible, rather than someone with high skills but who finds it difficult to be diligent and responsible. 53 No matter how difficult technical issues may seem, they can be resolved easily; no matter how simple personnel-related matters appear, they must be handled with caution. 54 Make plans, assign tasks, control the progress, and check the results. This is what the person in charge needs to do. 55 One should not be greedy for credit. The credit goes first to the leaders, and second to the colleagues. It’s best not to mention the hard work one has put in, or to mention it sparingly, or to talk about it at the end. 56. When talking about achievements, exaggerate them; when talking about hardships, downplay them.