You’re the one responsible for a project, and you’ve put together the team to develop its scope and execute all the initial work required. Then you discover that the project might or might not be moving forward or require the transfer of staff to another department. How do you inspire your team to stay focused, stay on the right track and remain positive in the face of all the uncertainties?
The task of keeping team morale high can be a challenge, but none that are so major that a skilled project manager is unable to effectively control them as part and parcel of the project’s execution. It’s a lot easier said than done because the majority of times, you or your job is involved in the process. As long as you reach the conclusion that you’re still the pipe piper, this should be looked at in relation to the ability level needed to handle the different levels of individual motivations as well as competency assessments. Based on your recent work experience, here are a few ways to move things ahead:
1) Maintain open communication.
In times of uncertainty or when the security of your job is in doubt, people can be demotivated and react in a variety of ways and sometimes withdraw. In team-based settings, communication helps to alleviate uncertainties, build a level of control and assist teams in building a sense of unity. Be realistic about the issues and consider how it affects every person involved as well as the overall program.
2) Establish a regular routine.
There may be a feeling that there might not be much progress or good news to report but having regular meetings or regular updates helps to keep the group united and maintain work momentum. Make it frequent enough so that everyone can keep track of developments. Additionally, you can spot minor issues before they escalate into a crisis.
3) Facilitate discussions.
For those with different thresholds of work clarity, discussions can be the team with a place where they can draw on the other team member’s greater motivation or tolerance for the unknowable. It may also take the burden off of your shoulders. Be open, talk about the things you know or do not know, but remain conscious of the sensitive concerns that could influence your perception. Don’t make promises about what isn’t your responsibility. By addressing the issues instead of avoiding them, your team can assess your level of support and then move forward in a practical manner.
4.) Develop a plan (s) that are based on real-world scenarios.
Determine what is or isn’t within the control of the team and create an action plan. In some instances, the use of multi-level plans may aid in the simulation of possible scenarios of a complicated project scenario. Additionally, it could assist you in keeping the necessary support and multilevel buy-ins. Make sure you focus on the easily controlled and quick wins or crucial goals for the path and give longer lead times for unpredictable situations or choices, e.g., group mobs to new clothes within an acceptable timeframe of 1-month loss, and you should treat these events as risky. It is possible that you are unable to influence what will happen in the near future, e.g., projects are put on hold due to economic turmoil. However, your mental state, your actions, attitude, and behavior at work today could affect the outlook of your team tomorrow.
5.) Be aware of the motivators for your team and create a shared mission.
Each person might have different motivations for working on the project like self-esteem, belonging and experience, money, education, and so on. Consider them, and then draw the Mission Statement that everybody can be able to relate to. Most of the time, personal goals tend to be in line with the goals of the Project; capitalize on these to create an opportunity to win that could independently motivate at the personal level and even in difficult circumstances. Better yet, create the Vision that inspires.
6) Reversing the tables and turning uncertainties into opportunities.
The lag time can be utilized to explore new methods, innovations, or topics or conduct deep risk analysis, design, or technical reviews that a typical working schedule cannot allow. Keep the cost components in mind and team meetings; you can discuss the latest ideas or conclusions and ask members to present or even present at the meeting to increase the development of skills.
7.) Choose the Tone; however,
do not take it personally. If you’re in personal settings or team settings, you decide on your own bar as well as the teams. Your behavior is crucial. Find your community of support in case you require it. In kick-offs, you should reiterate the goals, priorities, or the way that the team must function. Be sure to recognize the individual’s efforts and the team’s achievements. Also, it is essential to look after yourself. Find the drive. To be able to walk away healthy Never get too carried away.