“We just don’t work as a team!” Janet, a group manager for a large insurance company, was complaining to Larry, her human resources consultant. “Everyone just seems to do their own thing, they don’t share information, don’t try to help each other, and don’t seem to care about anyone else’s problems. What we need is a team building offsite!” Janet and Larry decided to put together a two-day offsite for the team at a resort about two hours away from work. Janet wanted immediate focus on the problem so Larry worked double-time to put together the event to be held later in the month. Larry put together an agenda full of trust-building exercises, ice-breakers, and brainstorming sessions on how the team could work better together.
What we learned was more than what we had anticipated; not necessarily about their purchases, but about how they worked and the importance of urgency versus importance in their jobs.
Excerpted from The Project Management Advisor - 18 Major Project Screw-Ups And How To Cut Them Off At The Pass (Prentice Hall, 2004)
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When project teams work in perfect harmony it's like music to the project manager's ears. Each project team member knows what they need to contribute to the project, knows when they have to perform, understands what other project team members are doing on the project, and knows what it takes to be successful. Get this ebook see how to get your project teams to gel and deliver results.
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Bud was one of the most brilliant people in his organization. Only in his mid-thirties, Bud amazed his senior managers with his ability to grasp problems and develop innovative and effective solutions to those problems. He was highly sought after as a "go-to" guy and would consistently come up with creative approaches. His management decided to give him a thorny project with a team of over 100 professionals. "This is my chance to really prove I can deliver", Bud thought as he willingly accepted the project.
Bud wasted no time in coming up with some great solutions which his management thought were brilliant. Expectations were sky-high and Bud was on a project high. Then the problems started.
So maybe you think you're all that and a bag of chips and that you can get more things done than most people in your organization. As managers, though, it's not just about you getting things done on your own; it's about you getting your team to be as effective (or more) as you.
I deliberately use the term effective versus efficient. For me, there is a very clear distinction which I believe is crucial in driving results.
When I was a kid in Connecticut I went with my Father to take my sister and her infant son to the train station. My sister had a lot of bags so my Father helped her carry her things on to the train. I was standing on the platform waiting for my Father to get off the train so we could go home. Then all of a sudden the train started moving with my Father still on the train! Here I am, an 8-year-old boy standing on the train platform all by myself while my Father is on the train heading to Washington DC. I remember seeing the train start to pull away, and my Father waving at me through the window to go to the ticketing office so I can tell them what happened. This was in the days where there were no cell phones, so my Father couldn't communicate with me to let me know what was happening. I went into the ticketing office and through sobs told the ticket agent that my Father got stuck on the train and I got left on the platform all by myself. The ticket agent was very reassuring and told me that everything was going to be OK. Fortunately the next stop was only about 30 minutes away so I was reunited with my Father in an couple of hours. It was one of the scariest times of my entire childhood, being left on the train platform all by myself.
Some time back I had a situation where two employees of mine were looking for me to cut them some slack on a commitment that they made but didn’t deliver upon. They threw every lame excuse in the book at me; it was one excuse of “my dog ate my homework” after another. After their lobbying me I decided to not cut them any slack; they didn’t meet a commitment because they didn’t perform. In both situations, I am pretty sure that both of these employees wanted to chuck me out of the highest window they could find. Well, I guess I'll just need to stay away from tall buildings, because I did the right thing.
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