I define credibility as the belief's others have in someone else to get the job done in an efficient and effective manner. In my everyday life, people gain credibility with me by getting the job done properly. I do not necessarily mean in a formal employee, employer relationship but can be as simple as taking out the trash, picking up a gallon of milk at the grocery store, arriving on time to a family function, or doing an excellent job painting a bedroom. To me, someone is credible when they say something, and I know it will be done correctly not just technically but on time, and within quality. I will have the feeling what they say is true, and is in the best interest of everyone directly or indirectly involved.
Examples of skills I believe a person needs to be credible are but not limited to:
• Passionate about what they do
• Do what they do using Covey’s definition of effectiveness
• Are authentic about themselves and others
• Are ethical in all of their actions
• Treat others with respect
• Do what they say they are going to do
• Do not back stab
• Straight forward
• Are competent
My definition of creditability in everyday life also applies to what I believe defines creditability in a project manager. I have had managers that were credible, and others that were… not so incredible. What was the difference? The difference is my belief about the ability of the project manager to get the job done in a manner in which they planned to use tools, methods, and techniques they said they were going to use at the beginning of the project. I am not saying a manager has to stick to their plan 100% but when changes have been made the team was kept informed of what was going on and why.
To me, a credible project manager during change keeps control over their emotions, and that of their team. To me, credibility is also defined by a person being competent in their position.
A manager can have all the credibility around the world, but they must be competent in what they do. I could not begin to tell you how many people I have seen in a position of authority who were very credible but who lacked competence or who were very competent but had no credibility.
Ferraro (p. 103-104) mentions the PMI’s Project Management Competency Development Framework has three major parts: Project Management Knowledge, Project Management Performance, and Personal Competence. I believe a credible project manager is defined by the third part of PMI’s framework of personal competence. Personal competence is the personality characteristics of persons' ability to get their job done. Excellent personality characteristics are great, but a project manager must also have a solid project management knowledge background, and an ability to perform that makes them a complete leader.
In my experience, I have seen a lot of managers that are extremely well versed in the knowledge of what needs to be done. These people have demonstrated they can successfully manage a project or activities properly. These same managers might not have built credibility with me if they did not also show me personal competencies. Ferraro (p. 105) states “The use of processes, people, and systems to improve organizational project management performance is also being addressed.” Ferraro is writing about an organization's maturity level, and I believe the same holds true for an individual’s maturity level.
Examples of skills I believe a person needs to be competent are but not limited to:
• A understand of how to get from point A to point B.
• Knowledge of how to get from point A to point B.
• The technical skills required to complete a project or activity.
• Ability to focus upon the end goal and not get off track.
• Able to improve processes, people, and systems during a project or activity to improve operational efficiencies.
• Forward thinkers. They are able to see into the future so to speak.
• Are creative.
• Have the courage to make the tough decisions.
Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.
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