“If you don’t get support from your team members, your project runs the risk of not being completed on schedule and within budget—or even failing completely,”
“Even if the project looks good when completed and satisfies the goals, lack of buy-in may cause leadership and management problems down the road when you work with the same team on the next project,”
Edward T. Reilly, president and CEO of American Management Association.
He adviced some point :-
Engage the group in a team-building activity.
This can be held at the office or off-site. Team members benefit from learning to work together as these types of activities can act as metaphors for how the team behaves in a business situation. Team-building activities also serve to bond team members and strengthen their relationships.
Clarify the mission.
Be sure that all are clear about the project’s goals and, equally important, that your team members recognize its importance to the organization and to their own careers.
Set team and individual goals.
There’s a single goal that the team needs to achieve, but there are also milestones along the way. The more involved that members are in setting all the goals associated with the project, the more committed they will be to seeing the project succeed—within costs, in time and in results.
Make members responsible for the final result.
While each team member will have his or her own assignment, each one should recognize that accountability for the final result rests with him or her and the other members of the group—not just with the team leader.
Don’t micromanage.
Team members should have the authority to make decisions within their respective areas of responsibility. If the workflow demands that you and members of the team are kept abreast of decisions made by others, you may question decisions but only if you believe that the final result might be damaged by the action taken.
Maintain momentum.
If progress slows, interest will wane and members will begin to arrive late, leave early or come with incomplete assignments. So you want to see that the pace of work is fast enough to sustain team attention but not so quick that it impacts the quality of the work, the decisions made and the final results.
Provide periodic progress reports.
These updates will enable you to recognize, and provide feedback on, individual member’s work and encourage similar good efforts by other members of the team.
Build in rewards.
Depending on the nature of the work, you might want to recognize specific efforts as you reach milestones. If the team is on a tight deadline and may have to work late or on weekends, you might provide break time during which food and drinks are available to sustain individual energy levels. The socialization that occurs during these time-out sessions also creates a sense of camaraderie that helps build buy-in for the final project.
Examine your leadership style.
Ask yourself, would you like to work for someone like you? Do you delegate work and then walk away, or do you hover to ensure that the work is done exactly like you would do it? Do you listen well and communicate openly? Do you respect all members? Do you show enthusiasm and a positive attitude?
Celebrate the completion of a project.
It’s so easy just to move on to the next activity given the demands that are placed on most leaders in the workplace. A demanding work environment is precisely why it’s important to enjoy the moment of accomplishment and victory. The celebration does not have to be elaborate or expensive—a group lunch in the office helps to bring closure to the project and acknowledges a job well done.
Debrief.
Ask team members their insights on the project—what went right? What went wrong? Ask yourself, which assignments did you keep for yourself to complete and which did you delegate? Were you selective, giving each team member tasks that they were best qualified and most motivated to handle?
“Even if the project looks good when completed and satisfies the goals, lack of buy-in may cause leadership and management problems down the road when you work with the same team on the next project,”
Edward T. Reilly, president and CEO of American Management Association.
He adviced some point :-
Engage the group in a team-building activity.
This can be held at the office or off-site. Team members benefit from learning to work together as these types of activities can act as metaphors for how the team behaves in a business situation. Team-building activities also serve to bond team members and strengthen their relationships.
Clarify the mission.
Be sure that all are clear about the project’s goals and, equally important, that your team members recognize its importance to the organization and to their own careers.
Set team and individual goals.
There’s a single goal that the team needs to achieve, but there are also milestones along the way. The more involved that members are in setting all the goals associated with the project, the more committed they will be to seeing the project succeed—within costs, in time and in results.
Make members responsible for the final result.
While each team member will have his or her own assignment, each one should recognize that accountability for the final result rests with him or her and the other members of the group—not just with the team leader.
Don’t micromanage.
Team members should have the authority to make decisions within their respective areas of responsibility. If the workflow demands that you and members of the team are kept abreast of decisions made by others, you may question decisions but only if you believe that the final result might be damaged by the action taken.
Maintain momentum.
If progress slows, interest will wane and members will begin to arrive late, leave early or come with incomplete assignments. So you want to see that the pace of work is fast enough to sustain team attention but not so quick that it impacts the quality of the work, the decisions made and the final results.
Provide periodic progress reports.
These updates will enable you to recognize, and provide feedback on, individual member’s work and encourage similar good efforts by other members of the team.
Build in rewards.
Depending on the nature of the work, you might want to recognize specific efforts as you reach milestones. If the team is on a tight deadline and may have to work late or on weekends, you might provide break time during which food and drinks are available to sustain individual energy levels. The socialization that occurs during these time-out sessions also creates a sense of camaraderie that helps build buy-in for the final project.
Examine your leadership style.
Ask yourself, would you like to work for someone like you? Do you delegate work and then walk away, or do you hover to ensure that the work is done exactly like you would do it? Do you listen well and communicate openly? Do you respect all members? Do you show enthusiasm and a positive attitude?
Celebrate the completion of a project.
It’s so easy just to move on to the next activity given the demands that are placed on most leaders in the workplace. A demanding work environment is precisely why it’s important to enjoy the moment of accomplishment and victory. The celebration does not have to be elaborate or expensive—a group lunch in the office helps to bring closure to the project and acknowledges a job well done.
Debrief.
Ask team members their insights on the project—what went right? What went wrong? Ask yourself, which assignments did you keep for yourself to complete and which did you delegate? Were you selective, giving each team member tasks that they were best qualified and most motivated to handle?
