A strong project manager is a value-added professional—someone who bring skills other than technical expertise to the table. One of those skills is the ability to recognize which of many factors is the real priority in a given situation. The answer isn’t always obvious, as the following example shows.

In a recent meeting, the managers of a construction project discussed making a change requested by the property owner. The owner wanted to install a fence to protect part of the perimeter. The construction manager directed a subcontractor to execute the change, in spite of the subcontractor’s concerns that installing the fence could harm several mature trees on the site. Because the project had been contentious, with more delays than one would prefer for a project on a fast track, the senior project managers were inclined to direct the fencing subcontractor to simply do as he was told and be done with it.

But a young project manager at the table saw it differently. He recognized that in this situation, landscaping and environmental concerns should take a higher priority. He knew that the success of the overall project would be compromised if the facility opened with large, dying trees along one side of the property. Because surely when the owner saw them, he would focus on the problem, not the improvement he had requested. And he would rightly ask why his construction manager did not tell him of the risks and propose an alternative solution.

The young project manager was less seasoned than his colleagues, and perhaps he was viewed as less educated, since his degree was not in engineering. However, out of all the professionals in the room, he was the only one who “got it.” Instead of narrowing his focus to what initially seemed to be the most important issue—how to meet the owner’s desire for a fence—he was able to step back and see the bigger picture. He understood the need to address all aspects of the issue and achieve the best overall outcome. In other words, he has the skills of a generalist.

This young man consulted his confidants in the project and the industry to determine how he, as a junior professional, might help facilitate a better solution. Working through his superiors, he ultimately was able to get a recommendation from the fencing contractor outlining the risks and forcing everyone to see the forest, not just the trees (no pun intended).

This generalist approach to the problem will result in a more successful project. And throughout his career, this young person will be a leader by using generalist principles and approaches to solve problems.