The project manager must get people to do the right things, in the right way, and at the right time. This is complicated by the fact that people working on the project may represent other departments rather than reporting directly to the project manager - and managers of those departments may not give high priority to the project. That calls for top-notch leadership skills.

The good news is that we all naturally have at least some characteristics of a good leader, and we can learn what does not come naturally to us. This learning starts with determining our natural styles and building on those natural abilities. Then we also incorporate new skills into our work. Obviously one article is inadequate to make great leaders out of everybody, but we can make a start.

The following is based on a seminar I offer about leadership/decision-making styles (this seminar in turn is based on information from the National Outdoor Leadership School). The goal is to determine your natural style, then learn to combine that with other styles to improve your leadership skills.

Most of us naturally tend toward one of four different leadership styles:

1. The Driver. This is the person who makes decisions quickly and easily. He or she gets things done! His followers never have to wonder what is expected of them, nor do they have to wait around while he makes a decision. However that decisiveness is also his weakness. What he gets done may not always be what should be done.

2. The Architect and Analyst (A&A). This is the polar opposite of the driver. The A&A takes the time necessary to make a good decision, considering everything he can think of. This type of leader will never charge off down the wrong road for lack of adequate thought. His weakness is that he can take forever to make a decision. He is subject to "paralysis by analysis." His followers are often left wondering what they should do.

3. The Relationship Master (RM). This is the people person. The RM is very concerned about people and will take good care of anyone working on his project - and often other people as well. The RM is wonderful to work for. On the down side, he will often neglect the technical aspects of the project, and his concern for people may lead him to engage in groupthink or to avoid confronting someone who needs to be confronted. These people are very reluctant to rock the boat.

4. The Spontaneous Motivator (SM). This is the live wire, the person who adds

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