ABSTRACT
Part of every program manager’s (PM’s) job, and, in fact, that of every leader, is to get the best performance out of people they work with regularly. Far from being PM-selfish, eliciting the best performance from the people on your program is your obligation to them, as well as your obligation to the program. Surely, the primary obligation of the PM is to the people on his or her own program. But take a broader view, and include those folks that affect your program. And take a still broader view and include all the folks that can affect the success of your organization.
