Building or reviving team energy for the long-haul project. What's your approach?
Good Answers (2)
Octavio B.
Global Thinker ★ Corporate Strategist with focus in 2.0 Technologies
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Hi Kelly,
My advice based on my professional experience:
1. Believe in an inspiring vision to be shared enthusiastically with the integrants of your team with the intention of creating a strong feeling of purpose that may be helpful in propelling to your team to fulfill satisfactorily the goals scheduled for the project even in hard work schedules and in uncertain times.
2. Show a passionate, emotional and inspiring style of leadership in a way that your enthusiasm can be propagated, multiplied and utilized to encourage to your team in exceeding consistently all the goals that have been envisioned for the project.
3. Assuming a supportive attitude and being appreciative with the integrants of your team to encourage a better climate in the workplace that may be helpful in fostering cohesiveness in your team and thereby, in the improvement of the overall productivity.
4. Be communicative with the integrants of your team by providing meaningful guidelines, helpful advice and opportune feedback about the progress of the project and share enthusiastically what should be the next steps that should be observed in the pathway to succeed.
5. Recognize and reward excellent outcomes and extraordinary performance of your team as a tactic valid and effective to motivate, encourage and support to your team in the achievement of the productivity’s goals envisioned for the integrants of the team.
6. Share with your team the corporate big picture by communicating those aspects of the strategic plan that are relevant to the project that you are managing. Providing clear elements of strategic interrelation with the project you are creating a foundation where your subordinates will find easily an exciting mission to be accomplished and a clear sense of purpose.
7. Take advantage from any failure of your team to encourage effective learning and propitiate in them a sincere and pragmatic process of analysis that signifies a real solution and an opportunity to succeed for the next future.
8. Share the goals that are being fulfilled during project execution with Senior Management and communicate these insights to your subordinates to create cohesiveness in your team, improve its morale and encourage in them a passionate and engaged attitude.
9. Celebrate enthusiastically with your team any goal or milestone successfully reached during project execution.
10. Being an attentive listener to gain insight and anticipate properly any doubt, uncertainty or fear that the integrants of your team could feel when unexpected constraints happen could potentially affect successful project execution.
Collateral to this theme I include the links to 3 questions I have posted in Linkedin that may help in widening the analysis of this theme:
1. When has the passion turned into indifference, which has been the flaw?
2. How do you use non-verbal communication to your professional advantage?
3. How would you find strategic misalignment of a corporate project?
I hope this helps you.
Octavio
Links:
Duncan C.
CEng MBCS CITP MIET
Best Answers in: Certification and Licenses (1), Occupational Training (1), Organizational Development (1), Project Management (1), Communication and Public Speaking (1), Software Development (1), Wireless (1)
My approach is to tackle things iteratively.
By doing things a step at a time, and each step producing a tangible result, the team sees that it is actually producing something. If the business has prioritised requirements according to their value, then the team will see that what they are producing in each iteration is also something of value.
More Answers (2)
In Croatia there are some old firms that used to be very succesfull in former Yugoslavia, but work only with big projects. Unfortunatly here we dont't bild huge plants or buildings every day, also we are not big market, we have only 5 milion people. According to numbers, it is imposible to prosper only with long term projects. You have to bild base of knoledge, work small projects that will provide your workers experience vital to run long haul projects. In this life of constant changes there is no time to revive energy. Constant change of technology dictate constant need for development. Building and reviving is the solution, new techniologies - young fresh people and experienced experts have to work together to produce new knowledge. Basics and inovative solutions, I think is what today makes a good project or product. If one is missing, mistakes happen that cost a lot.
Janet T.
Senior Managing Consultant at IBM Global Business Services
Best Answers in: Project Management (1)
What result - something bigger than yourself - is the team striving for? Why should they care?
How have they been treated? Any wounds to address that are risks for the project?
Any bullies on the team?
Who is the sponsor? How involved are they?
What goal is the team working toward now? Is it attainable in the time they've been given? Is the time frame too long into the future so that people don't feel connected to a deadline?
Team members: what's the dynamic? It's effect? What skills are missing? Is everyone allowed to use their "eminance"?
What's the management style and it's effect on the team?
How stable are the deliverables of the project? What can be done to stablize them if they are not stable? (this will impact moral significantly)
Ask a lot of questions - especially 1-1 with team members - and the path forward becomes more clear.
