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