An Organizational Training, Executive Coaching, Leadership Development Firm

© Peak Strategies 2003-2008  All rights reserved.

 Reach Peak Potential with Peak Strategies

Gwynne's training is pertinent and easily grasped. So much of the other training we had evaluated was buried in academic terms and unrealistic. If you need tools - you need Gwynne. If you want immediate results - you need Gwynne. She surpassed my team's expectations and has showed us how to get out of our rut and improve our level of performance." Alan N. McKellar, PMP, MBA, Hewlett Packard


1. Clearly define the deliverables to your team. Each member should be able to communicate exactly what it is they are working on, how that effects the entire project, and what deadlines need to be met. If they are unable to communicate this to you, you have not clearly communicated this to them. Remember, people hear the same message differently from one another. What you think you said may not have been what person C heard you say. Ask for them to paraphrase. Let them know you are available for any clarification. Be detailed with the folks who need it, and speak big-picture for the folks who need it. Know that they know the deadlines and are willing to do what it takes to meet them. Define the deliverables and stress the urgency and importance.


2. Build trust and loyalty among your team members. Without it, ranks can shift and the project may be lost in the shuffle of personal issues. Encourage group interaction, but do not force it. Include some teambuilding activities in meetings, but only those things that can easily relate to your team and project. Deliver what you promise to them, and expect them to do the same. Follow the team charter that each of your members contributed to, and agreed to up front.


3. Master communication. Communication in a project is everything. Recognize your team members' different communication styles and match those styles when visiting with each member. Listen to the concerns of your team and know that what may concern one person may excite someone else. Acknowledge their concerns and work together for a win-win solution. Investing a little time with your members may actually save you a lot of time in the long run.


4. Be flexible in your structure. Some individuals live for structure, whereas others live for flexibility. Both are important in project management and team leadership. Experienced project managers know all about risk and flexibility, and they also know how difficult it can be to get their team to shift focus. Address this before a shift ever occurs. Recognize which team members need more time, details, or reasoning in order to eagerly jump on board. Take the time to address your team's needs and then revert to your team charter and the expectations that were agreed upon in the beginning.


5. Network and collaborate. Building strong relations within your team and among all of the stakeholders is important before an issue arises. Knowing the strengths and building on these strengths is important with any team. When an issue does arise, you will have built a strong network from which to pull solutions and facilitate results. Again, this takes time and a conscious effort, but the investment may pay off exponentially.