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 “This course hit the nail right on the head on the primary challenge for us as project managers – the challenge of effectively communicating with a variety of team members.” ~ Dan Hill, PMP 

 

Dr. Dawdy focuses on the other piece of the equation: the people skills. Without people skills, teams (and companies, organizations, families, and friends) crumble. Following a nationwide survey of project managers, it is evident that people can be the one factor that destroy a project. Each individual is trained and able to complete his or her portion of the project, yet it seems as if the assembled team is not working at all. This does not have to be the case.

Often, the greatest people-problems that disrupt a healthy project or team are those that relate to misunderstanding, miscommunication, and personal differences. Much of this can be prevented with simple but effective strategies to develop an understanding of one another, to appropriately communicate the message, and to enhance the morale and productivity of the team.

"Dr. Dawdy's class on Teaming for Results was truly worth the investment. I will use the coaching and other methods she describes in my day to day experiences as a managing project manager and mother of teenage children! ~ Eva Kearns, PMP, NW Natural Gas Company

When a team is performing at its optimal level, it seems as if nothing can get in the way of their exemplary productivity or results. When a team is struggling, it seems as if nothing helps. With just a few conscious (Dr. Dawdy refers to them as "mindful") acts, teams can increase their level of performance and prevent the loss of their project.

Dr. Dawdy offers a 7 PDU program that discusses the elements to a high performing team. She addresses team leaders, project managers, and professional personnel so that they can immediately use the tools and techniques with their team. Whether your team is struggling, excelling, or just now forming, this program can help reach greater levels of productivity and enhance results (with less effort!)

For more information on the Teaming for Results workshop, you can download our brochure, call Peak Strategies at the number below, or visit with your PMI Chapter to see if we are offering this in your area.

Dates for 2008:  May 21, PMI Houston;  PMI Austin, May 8; June 5, Forth Worth; November 8, Indianapolis and many more in the schedule for 2008

"Gwynne's Teaming for Results program really provided our group with great tactical, in-the-trenches examples on solving problems and issues with our project teams. I particularly appreciated the true "workshop" approach. It got everyone involved. ~ Darin Goble, PMP, Welocalize

Teaming for Results brochure

 

Tips for Your Team

1.  Make certain your team starts strong: set clear goals and objectives for the team and for each individual. So often, team leaders and project managers think the goals and objectives are clearly stated. However, because we each read things differently, this simple step seems to be taken for granted and thus is cause for poor project results.

2.  Offer constructive feedback to each team member on a consistent basis. This does not mean the team leader has to be the only one to offer feedback! Until someone knows how they are doing, more often than not, they may be hesitant in their actions or may continue along the wrong path. Encourage positive feedback from each member to each member. Be genuine and specific, offering praise and positive constructive correction when needed. When your team knows they are doing well, they may be apt to do even better!

3.  Don't squelch creativity. Know when people truly thrive in a creative environment and allow that. When leaders try to control every aspect of a project or team, the members may feel as if the micromanagement is killing their creativity and ability to perform. In this, they may become saboteurs and perform sloppily (or not at all). People are creative in unique ways. Encouraging creative solutions, methods, or environments (ethics, values, and respect all considered) also encourages greater morale and this results in higher performance and productivity.

4.  Be approachable for those who need greater guidance, and be able to stand aside for those who are more independent in their work. By adjusting to meet the behavioral styles of your team, you can promote a sense of genuine interest and availability. This is important to have when you need to discuss various issues with your team and do not need personal drama to stand in the way of performance and results.

5.  Encourage personal interaction among your group members. At times, you may have one person with an issue that another person on your team can help solve. Some people have a greater need to be of service to others and help out in these situations. Encourage this, as it will bring your team closer together and everyone will have a sense of accountability in the entire process.

6.  Know conflict happens with people, and let your team know this as well. The biggest step in this is to also inform your team that when conflict or misunderstandings arise, it is expected that the team will seek win-win situations. By acknowledging that this is a part of the team experience and by getting up-front agreement in seeking win-win situations, you again are building that sense of belonging and accountability among team members.

7.  Get an agreement beforehand. One of the best things to do with a group of nearly any size or any nature is to get every member to contribute to the charter. This charter explores the vision and purpose of the group. It discusses team roles and expectations. It addresses how conflict will be handled and the time line expected for a solution. It addresses consequences and rewards for missing or hitting certain milestones. It is an important document that each team member should contribute to and sign. In addition, this charter should be visibly displayed in a common work room and each member should receive a copy of it. Mind you, it should not be so long that some people will never read it. It should be simple, brief, and easy to read, even in the shortest of time periods.

8.  Reward yourself and your team, even with small rewards. Be sincere and genuine and acknowledge exactly what it is you are rewarding. Also be certain to note who on your team loves to be rewarded in front of others, and who prefers the private acknowledgments. It would certainly backfire if you rewarded one of your team members in front of the entire group, when he may feel embarrassed to be in the spotlight.