Leadership
Supporting and developing the project managers in your team. There will usually be about five of them, and between one large and a dozen smaller work packages in your portfolio.
Appointing and developing new project managers.
Dealing diplomatically with people. Whether it’s a contract dispute or an underperforming employee, you know how to take the emotion and tension out of a situation and have the ability to help conflicting parties find middle ground.
Committing to developing yourself, in order to develop others. Taking responsibility for building relationships and strong networks and actively creating a diverse, inclusive work environment that allows project managers to flourish.
Driving innovation and encouraging project managers to find new and better ways of doing things. You will keep an open mind and listen to fresh perspectives, especially from employees with backgrounds outside of electricity transmission.
Safety and Wellbeing
Fostering an environment where everyone, regardless of seniority, feels able to share their concerns. As an organisation we are driven by safety. We have an industry leading ‘Safe to Say’ policy which encourages colleagues to speak up and take ownership of safety issues.
Driving a positive safety culture for project managers and contractors alike. Quickly forming good working relationships with contractors and ensuring they know their safety obligations and can be left to work unsupervised. You will also ensure your project managers are visible on site and contributing to a safe and collaborative team environment.
Ensuring visible and accessible communications are in place throughout the life of a project, such as safety charters and notifications of incidents and lessons learnt. You will also share good practices and good catches, and reinforce positive behaviours.
Making people feel they can talk to you. For example, if there are any safety incidents colleagues know they can speak freely to help you arrive at a clear understanding of events.
Commercial Focus
Reviewing your project managers’ forecasts, including risk forecasts, to ensure they are realistic and reasonable.
Knowing how to adjust, reprioritise, and ask for support from other National Grid departments when you don’t have the resources or assets to match the volume of work.
Having the vision to see where your projects fit in, as part of National Grid as a whole. You can cultivate excellent relationships with other departments and have the insight to appreciate their challenges, and that sometimes their needs will take priority.
Striving to do things as efficiently as possible, mindful that when we bring projects in under budget, we have greater profit to share with our customers.
Contract Management
Using your knowledge of NEC contracts to support the production of those written by your project managers, limiting National Grid’s exposure to risk.
Stepping in when necessary to provide workable solutions during compensation events or contract disputes.
Knowing when it is appropriate to escalate a dispute, and knowing what support to call in.
