Your project team has just completed a major project or hit a significant milestone. The team members have worked hard and put in the extra hours to bring in another successful project. So, how do you thank your project team? What ways will you let them know you care?
1. Send a hand written thank-you note. I recently saw a Thank-You card pinned to someone’s cubicle wall. The card was dated five years earlier. Why would someone keep a card that long? Hand-written notes are a rare commodity in our digital age. Furthermore, tangible notes may be displayed and savored.
2. Send a thank-you photo card. Take a photo or two, create a photo card, and mail the cards to your team members.
3. Take your team to lunch. If your project budget allows, take your team out for lunch after the completion of a major milestone or completion of the project. During lunch, share your thoughts and acknowledge each team member’s contributions. Additionally, reinforce the project’s significance to the company’s strategic vision.
“What I have discovered is that as I do the work of personalizing recognitions into the work of my team, I become a more empathic and involved leader in the process.” –Claire Jenkins
Every project is a story. Projects begin and end. Plots and subplots abound. Interesting characters interact and react, with good and evil motives. Are you a compelling project manager who commands the ship?
Some project managers act in boring and predictable manners. Others capture and hold your attention. You can't wait to see the next chapter. What makes some project leaders so captivating and believable?
Think about the project managers you've worked with through the years. Which ones were unusually good? Which ones qualify as exceptional project managers?
I've had the privilege of working with hundreds of project managers in my career. Here are some of the traits and behaviors that made them stand out. How many of these traits do you possess?
"Success is walking from failure to failure with no loss of enthusiasm." -Winston Churchill
“Success is walking from failure to failure with no loss of enthusiasm.” -Winston Churchill
Projects are filled with pot-holes. Project managers and their team members make mistakes, create defective products, and stumble. Persistent project managers learn from their failures and lead with renewed enthusiasm.
“Opportunities don’t happen; you create them.” -Chris Grosser
Project managers are risk managers that identify, assess, and manage risks including threats and opportunities. Great project managers have an eye for seeing, exploiting, and enhancing opportunities.Continue reading
John has been failing to exploit and enhance the benefits of stakeholder management. Why? He's not been be convinced of the benefits. Allow me to pull back the veil and share nine benefits of stakeholder management.
If you are a Project Management Professional (PMP), you’ve likely studied Chapter 13 of the Project Management Body of Knowledge – Stakeholder Management, which was added in the Fifth Edition. PMPs know about identifying and assessing stakeholders. You’ve learned how to develop a stakeholder management plan of when to engage stakeholders at in a project.
You understand the concepts. You have the book knowledge. But are actually engaging your stakeholders?Continue reading
This is a guest post by Colin Gautrey from Learn to Influence. Colin is an author, trainer and executive coach who has specialized in the field of power and influence for over ten years. He combines solid research with deep personal experience in corporate life to offer his audiences critical yet simple insights into how to achieve results with greater influence.
Few things are possible in large or complex organisations without buy-in from stakeholders. To get that buy-in, you have to engage them. In this article, Colin shares four reasons why you struggle to engage stakeholders.
So, you diligently reach out to them to bring them up to speed, get their input and elicit their support for your initiative. Naturally, you are convinced that it is in their very best interests to engage with you, they have a great deal to gain from this exciting project.
And that is when the problems start.
Your emails go unanswered, your calls ignored. As time advances, things become desperate as you realise that you are up against a deadline. Trying harder to get them talking to you just seems to make things worse.
Should you escalate?
Well, that would indicate to your boss that your influencing skills are lacking. So, what else can you do to get things moving again?
Firstly, you’ve got to pause a moment. Instead of trying harder, start to think more deeply.
Secondly, you really need to check the attitude you have towards your stakeholder. The longer failure to engage continues, the more negative attitudes become. Although this may not be the cause of lack of engagement, it will definitely make it harder to remedy the situation.
Thirdly, get a clear appreciation for the reasons why they may be holding back. This takes some doing, but when you move beyond mere suspicion and assumptions, you are much more likely to find the winning actions to gain the engagement you need.
Fourthly, based on your reflection about the real cause, adjust your approach so that you tackle the cause head on.
To help you delve more deeply into the underlying causes, consider:
The key here is to be as accurate as possible. You may need to invest some serious time to investigate this and talk to other to other stakeholders. While this may seem expensive, what pain are you already facing while hitting your head against a brick wall?
Regardless of the time it takes, if you don’t know why they are unwilling to engage, any attempt to engage them will be based on guesswork.
If you had to pick a few people who are helping you grow and mature as a project manager, who would those people be? Perhaps these individuals are influencing you through a blog, online videos, online courses, or books. Grab a cup of coffee as I share seven influencers that I follow.
From the UK, Susanne Madsen is an internationally recognized project leadership coach, trainer, and consultant. She is the author of The Project Management Coaching Workbook and The Power of Project Leadership. Her focus is helping you become a confident leader, able to inspire, motivate, and deliver value.
In addition to her books, Susanne provides great articles on her website. She shares her knowledge through videos on her Susanne Madsen YouTube Channel. Susanne also actively shares her knowledge on Twitter @SusanneMadsen.Continue reading
Why is that one project team can vastly outperform another team although both teams have similar skills? Motivation. If you want to boost team’s performance, speak encouraging words consistently.
Each day presents opportunities for you to breathe life into your teams. Your teams are more than a group of zombies. They are human beings with emotions that want to make a difference in their world.
Here are ten words that can stir up your team members and help them to stay focused, remain committed, and jump the next hurdle.Continue reading
There are many ways to engage stakeholders. You can facilitate discussions in your project meetings. A business analyst may elicit requirements. The lead tester may develop a team for testing. Let’s look at a different form of engagement–the use of an internal blog.
Engage: occupy, attract, or involve (someone’s interest or attention)
One communication tool that I’ve used for enterprise programs such as implementing a Project Management Office (PMO) or an Enterprise Risk Management (ERM) Program is an internal blog. Blogs are a form of pull communication used for large volumes of information or for large audiences such as an organization. Subscribers access the blog content at their own discretion.
An internal organization or company blog is a regularly updated website or web page that is written in an informal or conversational style. An individual or a small group may run the blog. Blogs are a great way to share internal news and knowledge, improve company and team communication, and inspire stakeholders.Continue reading
Do you really care about your people? I mean really.
I have to admit there have been times in my project management career when I cared more about the project than the people. After all, I was under a lot of pressure to deliver the project come hell or high water. And my reputation and career were on the line.
When I think back, I’m not proud of how I handled some situations. I said and did some things that caused others harm. Nothing unethical; just ungracious, unkind, and uncaring.
Can you relate?
In his book—The 21 Indispensable Qualities of a Leader— John Maxwell shared a story about William Osler, a doctor, university professor, and author who practiced medicine. Osler once wrote:Continue reading
Team values drive the team’s behavior and actions. If the team values efficiency, individuals will look for ways to get greater results with less effort. Project managers who value communication seek to improve understanding between stakeholders.
Many individuals assume that all the team members have similar values. While everyone may agree on project goals, they may not agree on the same path to success.
Does everyone value respect, trust, and encouragement in their day-to-day interactions? Team members will be more productive when they encourage one another and when project managers express appreciation.
Project managers rarely discuss values. Why? Because they see values as fluff. Teams are under pressure to execute and deliver. Project managers may not feel that they have time to clarify values.
So, how can we engage our team members and have a meaningful discussion on values?
Project managers can create a team constitution when initiating projects. What is a team constitution? It is a list of shared values. As the team creates the constitution, ask team members to reflect on previous projects. Ask them to identify desired attitudes and behaviors.
Unity is strength…when there is teamwork and collaboration, wonderful things can be achieved. -American poet Mattie Stepanek