How To Instill Team-building Skills for Effective Project Managers

No two human beings are alike; neither are teams! The first challenge for an effective project manager is to identify skills and talent at two levels: (i) individual; and (ii) team-level. The second and far more crucial challenge is to integrate these two levels and build a team that is synergistic and effective in meeting the project’s goals. For all project managers who aim to be effective and successful, here are some suggestions on how you can improve your team-building skills.

First, let’s take a look at the obstacles which prevent project managers from building an effective and goal-oriented team…

1. Managing individual egos, personalities and attitudes
2. Differing levels of experience and skills among team members
3. Conflicts between individuals or groups of individuals
4. The project manager’s own personality, attitude and experience
5. Challenges of the project itself and managing external influences, such as top management intervention, business goals and policies

Now, that we’ve identified the possible obstacles that can play havoc on the project’s eventual outcome, what does the project manager need to do, to build an effective and successful project team?

Before the project begins…

• Get all the team members together, have them introduce themselves and talk a bit about their work so far and the expectations they have for the project and themselves in relation to the project.
• Discuss the desired outcome of the project, the approaches to take, timelines for schedules and delivery, roles and responsibilities of each team member. Here, it is important that this discussion is open and free to all team members; encourage them to contribute ideas and suggestions without censure or disagreements.
• Observe the dynamics of the team – how they interact with one another, levels of participation and contribution to the discussion, dissents, etc.
• Arrange a schedule, where you will meet one-on-one with each of the team members, to discuss their respective roles and duties.
• Form sub-teams and agree on the deliverables of each team. At this point, remember to keep these small groups flexible, i.e. individual members may want to move to a different group or take up specific solo tasks for which they are best qualified. As the project progresses, there may be changes to team compositions, based on the project progress and future requirements.

During the project…

• Schedule regular meetings with the full team as well as sub-teams, based on the project schedule.
• Such meetings should have a double agenda; one, where the project progress is discussed, gaps identified and action plans firmed up; second, a more informal discussion on how the team is doing, any issues that are affecting their work and any other topics which the team or individual members want discussed in an open forum.
• Implement a rewards and recognition program, where individuals or sub-teams are commended for their work, for example, completing a complex task before the deadline, etc.
• Have open lines of communication and keep the team informed of activities that are happening outside the project – progress and review meetings with senior management and their inputs, etc.
• Set aside time for non-work related activities in which the full team participates, these will enthuse and motivate team members to work better on the project.

These exercises are based on simple common sense; there is no complex strategy or theory you need to employ as an effective project manager. Keeping the full team engaged and enthusiastic about the project is the only way to ensure a successful project.