Managing Projects for Ministry

72 Manag i ng Pro j ec t s for Mi n i s t r y

8. Simultaneously cheerlead your team while coaching them (i.e., combine feedback with genuine praise and acknowledgment).

9. Focus on strengths, and learn to manage weaknesses.

10. Don’t micro-manage. Set up milestones, and evaluate performance based on agreed-upon commitments. If a member can’t do the job, either equip them or reassign them, but never micro-manage them .

C. The need for vigilance (stand your post)

Certain problems are going to occur in your project, and if you are aware of them, you won’t be intimidated when you encounter them.

1. Your start date will float, change, and shift. Answer: Adjust your schedule to fit your actual change in timeline .

2. You’ll never have enough time for all the things you have to do, and others will complain to you about the same thing. Answer: Do not be afraid to make a decision to shift dates, eliminate activities, and reprioritize things. Lead the project.

3. You are ignorant of project status because some team members have failed to report. Answer: Set up brief, clear, and regular communication and contact with all members and rehearse their progress (the Vaudeville plate principle).

4. You get pressure from stakeholders that they need it sooner than they told you. Answer: Respect your own instincts about what is possible, and do not sacrifice your people for unrealistic expectations of others.