Getting to know yourself as project manager

What is your definition of success in your role as a project manager?

Consider your role specifically as a project manager in an international development context, one where you have to coordinate stakeholders from multicultural backgrounds and do so in an environment that is likely to be constantly changing (Stetson et. al 2007, 15). Try to set a realistic definition of success for yourself. Additionally, reflect on your skill set (e.g., organization skills and/or charismatic leadership) and how you can harness that for your whole team to achieve success.

How do you view failure?

One of the main ideas behind adaptive learning is viewing mistakes, delays, or project issues as sources of knowledge rather than failures (Stetson et al. 2007, 15). How will you incorporate learning from failure as something positive, not only in your own practice but also for your entire team?

What is my view of a good meeting?

One of the primary skills of a project manager is gathering various stakeholders and efficiently leading them through a timely, effective meeting. What are your views on timeliness, how can you make sure to start and end all meetings on time to respect your partners’ time?

Potential blind spots in project implementation:

Spatial bias: What are the spaces we are targeting and why?

Have we chosen to bring project interventions only to those who are easiest for me and my organization to reach (e.g., close to the airport, urban centers, paved roads)? (Chambers 2017, 30).

Person and power bias: Am I only engaging with people of power?

It might be helpful to reflect on your overall motivation for taking a leadership role in this project. Are you motivated by seeing a greater impact in the lives of the beneficiaries, or prestige and honor? Or a little of both? How can you make sure to engage with people usually left on the margins of society (e.g., women, children, and the disabled)? (Chambers 2017, 30).