Always think solution-oriented

I’ve been a project manager with total commitment for 10 years now. I have worked internationally with various partners, mainly in the automotive sector, as well as with multiple business units and top external consultants. Within the framework of classic project development, concept development, and organizational projects up to task force and PMO management with direct board participation, I was able to develop and gain experience — and be certified as a Senior Project Manager. Here I would like to show you skills and situations which, in my experience, make a successful project manager.

Always think solution-oriented

Do you know that? There is a change or a problem in your project and you have invited different colleagues and team members to discuss the situation and the next steps. Instead of getting any further with your problem, the cause is discussed extensively and responsibility is shifted to yourself. When finding a solution, the topic is quickly generalized and explained that a fundamentally different approach would have to be taken. Often also that “someone” would now have to revise the entire process and develop a fundamentally new procedure. After an hour’s meeting with 5–10 people, you usually have nothing in your hand, except for a lot of statements that don’t help you.

Unfortunately, in my experience, this is a very common problem — particularly when issues are discussed with lower management.

My recommendation here: At the beginning of the meeting it is your problem with your project — and unfortunately this will not change until the end of the meeting. That means it’s up to you to find a solution to the problem. In such conversations, always focus on the solution in this specific case. If it is explained what someone should do, ask specifically who that is in person — one department is often not enough here, but who specifically. And tie them directly to the motto “ok, now this person is done, what comes after that”. When those involved try to generalize this problem, they make it clear that we can try the proposal directly in their project — and the most important thing: that their problem will not go away.

Expert tip: Do not simply ignore statements about the cause and the question of who caused this problem! Then people often feel misunderstood. Collect these points as well and offer common Lessons learned AFTER solving the problem. On the one hand, you get further and offer the opportunity to address the points.

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