We have already pointed out how difficult it is currently to find coordinators for our projects, and why this is the case. More rarely it is pointed out that the way coordinators like to cover this role in consortia is also depending on the quality of the partnership. Said it in other words, it is also the profile of partners composing the consortium which motivates and enables good performance on behalf of the applicant. A good leader can be s such if the members of the group enable, through their attitude and behaviour, the successful action of their chief.
Applied to EU project management what does this mean? In general, supportive partners strongly cooperate with their leader throughout the entire duration of the project working on the thorough implementation of the activities. Timeliness in delivery, accuracy in what is produced, extensive care of the quality of the project results, open and prompt communication are some, but relevant, ingredients of good cooperation with the applicant organisation. On an operational level, all partners in charge as leaders of any project working package have, in their smaller role, the task to lead the rest of the consortium in delivering the activities provided in the project proposal. Here as well, all the qualities and characteristics which we expect from project leader apply, even though in smaller doses, to the organisation taking the lead of specific deliverables, may them be Intellectual outputs or more transversal duties like quality assurance or dissemination & communication guidance.
The efficiency and effectiveness shall not be considered enough. The contribution of thoughts, ideas, solutions, and overall contents in the project delivery is the core substance of appreciable cooperation between the head and the rest of the body. This is due to the very beginning of the multilateral cooperation between coordinator and partners: in the phase of the project design and editing, the supply of scientific contents, the shared and valuable expertise deriving from previous experiences, the pro-active engagement of the participating organisation will not just be beneficial to the submission of a proposal but will represent the strong foundation of effective cooperation during project implementation.
As mentioned, a convincing leadership can be acted simply if an effective involvement of the members is due, well delivering our duties as partners will end up in less concerned coordination and thus a better leadership. Therefore, we might paraphrase a well know adage “do not ask what the coordinator can do for the project and partnership, ask yourself what you as a partner can do for the coordinator and its tasks”.
This might finally result in fruitful leadership and productive cooperation.