By Julie Peachy. Cross-posted from Leadership Beyond Boundaries.
Just over three years ago, I found myself in a developing country managing a project that would help about 350,000 poor people save money. The project was essentially an organizational transformation of a large microfinance institution. We’re winding the project down now and I’m reflecting on what we did well, not so well, or maybe not at all.
I often thought of my role as Project Manager like that of an air traffic controller. We had so many consultants on the project — from internal controls to financial risk management to marketing to human resources — I had to manage the runway and make sure there were no collisions in the comings and goings of the consultants or senior management. Not just physically, but emotionally. I spent a good bit of time that first year making sure that the work of each consultant would be seen as a success by the senior management and that they would embrace and implement the various recommendations. I made sure that everything was happening according to plan.
But there were a few line items on the project plan that just were not tangible to me…
Tags: Change Management